I.

Job Analysis report by: Eloissa Batomalaque

 Job Analysis is a careful study of selecting the right employee

through methods of collecting and recording -related data. These
data are subject to job performance standards such as knowledge
and skills required to perform a job, education qualifications and
experience and physical and emotional characteristics required to
perform a job.
GOAL:
To assess the performance of an employee, to determine the worth
of a particular task and to analyze training and development needs of an
employee delivering that specific job.

TALENT MANAGEMENT

Since there is a careful study or analysis done in

determining the worth of that employee for a particular job or
task, then there is a need to know talent management

Definition:
It is a goal-oriented and integrated process of planning,
recruiting, developing, managing, and compensating employees.

 Job analysis produces information for writing job descriptions (a list

of what the job entails) and job (or person) specifications (what kind
of people to hire for the job).

Uses or Purpose of Job Analysis Information

1. RECRUITMENT AND SELECTION or the human requirements or

characteristics needed to perform a job. These information helps
managers decide what sort of people to recruit and hire.
2. EEO COMPLIANCE. This information would help managers to
make sure they comply in different laws that subject to
employment.
3. PERFORMANCE APPRAISAL A performance appraisal compares
or assesses each employee’s actual performance with his or her
duties and performance standards.
4. COMPENSATION this is something that is done or given like
benefits and fixed and variable incentives of employees to balance
the act that usually depends on how good and how undesirable you
are doing in your job (skills, position, job title and unavoidable
 accidents, safety hazards duties, and responsibilities involved in a
job).
5. TRAINING This is to assess if there is a need to develop and train
the employees. It also helps in deciding what kind of methods in
training (content, tools and equipments) that needs to be done.

There are 6 steps in conducting Job Analysis

STEP 1: DECIDE HOW YOU’LL USE THE INFORMATION

This is where you decide what data collection techniques you will use to
gather information for Job Analysis.

There are methods of collecting Job Analysis Information. These are the
qualitative and quantitative job analysis techniques and internet-based job
analysis.

Qualitative Job Analysis includes;

 The Interview
Job analysis interviews range from completely unstructured
interviews or (“Tell me about your job” interviews) to highly
structured ones containing hundreds of specific items to check off.
Structured interviews are like guide interview. It includes questions
regarding matters like the general purpose of the job; supervisory
responsibilities; job duties; and education, experience, and skills
required.
 Questionnaires
Some questionnaires are very structured checklists. Here
each employee gets an inventory of perhaps hundreds of specific
duties or task. He or she is asked to indicate whether he or she
performs each task and, if so, how much time is normally spent on
each.
 Observation
Direct observation is especially useful when jobs consist
mainly of observable physical activities assembly-line worker and
accounting clerk are examples. On the other hand, observation is
usually not appropriate when the job entails a lot of mental activity
(lawyer, design engineer)

 Participant Diary/Logs
 Another method is to ask workers to keep a diary/log of what they
do during the day. For every activity engaged in, the employee
records the activity (along with the time) in a log.

Quantitative Job Analysis includes;

 Position Analysis Questionnaire (PAQ) is a very popular

quantitative job analysis tool, consisting of a questionnaire
containing 194 items each represent a basic element that may play
a role in the job. The job analyst decides if each of the 194 items
plays a role and to what extent.

Internet-Based Job Analysis

Conducting the job analysis via the Internet is simply the human
resource department solution so they can distribute easily standardized
job analysis and questionnaires to geographically disbursed employees
via their company intranets, with instructions to complete the forms and
return them by a particular date.

STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS

ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTIONS

Organization chart is a chart that shows the organization-wide

distribution of work, with titles of each position and interconnecting lines to
show who to report and who to communicate with.

Process chart it is a workflow chart that shows the flow of inputs to and
outputs from a particular job.

Job description, Job analysis enables the manager to list what a job’s
duties and demands are now THROUGH, WORKFLOW ANALYSIS AND
JOB REDESIGN.

Workflow analysis is a detailed study of the flow of work

from job to job in a work process. Usually, the analyst focuses on
one identifiable work process, rather than on how the company gets
all its work done. Example flow process chart.
JOB REDESIGN is methods to solve specialized jobs to be
more efficient such as job enlargement, job rotation, and job
enrichment
 Job enlargement means assigning workers
additional same-level activities
  Job rotation means systematically moving workers
from one job to another
 Job enrichment means redesigning jobs in a way
that increases the opportunities for the worker to
experience feelings of responsibility, achievement,
growth, and recognition.

STEP 3: SELECT REPRESENTATIVE POSITIONS

Whether or not the manager decides to redesign jobs via workforce

analysis, process redesign, or job redesign, he or she must at some point
select which positions to focus on for the job analysis.

STEP 4: ANALYZE THE JOB BY COLLECTING DATA ON JOB ACTIVITIES,

WORKING CONDITIONS, AND HUMAN TRAITS AND ABILITIES NEEDED
TO PERFORM THE JOB

Summary of the collection of data by briefly explaining the job analysis

process and the participants’ roles in this process; identifying the jobs broad
areas of responsibility and identifying duties/tasks within each area interactively
with the employees.

STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER

PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE
SUPERVISOR

This will help confirm that the information is factually correct and complete
and help to gain their acceptance

STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION

WRITING JOB DESCRIPTIONS report by: Giselle Belcina

Writing job description is the most important part in job analysis. A job description
is a written statement of what the worker actually does, how the worker does it, and
what the working conditions are. This information is used to write a job specification,
which is the list the knowledge, abilities and skills needed to perform the job
satisfactorily.

There is no specific format when writing a job description. However, the common
things that are covered in most of the descriptions’ sections are:

1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification

Job Identification

The job identification section contains several information.

 Job title – specifies the name of the job

 FLSA (Fair Labor Standards Act) Section – identifies the job as exempt or non-
exempt
 Date – the date when the job description was actually approved

Spaces that indicate who approved the description and a space showing the location of
the job can also be allocated within the description. Sections for the placement of
grade/level of the job (if there are any) can also be included.

Job summary

Summarizes the essence of the job and include only its major functions or
activities. In this section, it must be made clear that the employer expects the employee
to do the duties efficiently, attentively, and conscientiously.

Relationships

There may be “relationships” statement that shows jobholder’s relationship with

others whether it is from inside or outside the organization. Such a statement can look
like this:

 Reports to: Vice president of employee relations

  Supervises: Human resources clerk, test administrator, labor relations
director and one secretary
 Works with: all department managers and executive management
 Outside the company: employment agencies, executive recruiting firms,
union representatives, state and federal employment officers, and various
vendors

Responsibilities and duties

This is the heart of a job description. This should present a list of the job’s
significant responsibilities and duties. It should also identify functions that are essential
in meeting the objectives of the job, and secondary requirements. As specifically as
possible, each duty and responsibility of the job must be listed starting with an action
verb describing the activity, such as performs, drives, analyzes, coaches, plans,
delivers, organizes, files, monitors. The employer can also review various sources of
standardized job description information such as Standard Occupational Classification
(www.bls.gov/soc/socguide.htm).

Standards of performance and working conditions

Standards of performance section lists the standards the company expects from
the employee to achieve each of the job description’s duties and responsibilities.

A job description may also list the working conditions involved in the job like
noise level, hazardous conditions or heat.

WRITING JOB SPECIFICATIONS

The job specification takes into consideration the job description to answer the
question “What human traits and experience are required to do the job effectively?” It
shows what kind of person to hire and what for qualities that person should be tested. A
job specification can be a section in the job description, or another document.
Components of a job specification include: experience, education, and required skills,
knowledge and characteristics.

Specifications for trained versus untrained personnel

For trained employees, writing job specifications is rather straightforward. It might

focus mostly on traits like the length of previous service, quality of relevant training, and
previous job performance.
 It is different and much more complex when filling jobs with untrained people,
especially when one has the intention of training them on the job. Qualities such as
physical traits, personality, interests or sensory skills that imply some potential for
performing or for being trained to do the job.

Specifications based on judgement

Job specifications can mostly come from educated guesses of people like
supervisors and human resource managers. Basic procedures include asking “What
does it take I terms of education, intelligence, training and the like to do this job well?”

To make these educated guesses, several ways and means are applied:

 Review the job’s duties, and see what human traits and skills are required
for the job
 Choose competencies listed in web-based job descriptions
 Just use your common sense

Job specifications based on statistical analysis

This method is a more defensible approach, but also a more difficult one. The
aim here is to statistically determine the relationship between some predictor, and some
indicator or criterion of job effectiveness.

Basically, this procedure takes five steps:

1. Analyze job and decide how to measure job performance

2. Select personal traits that you believe should predict more success
3. Test candidates for these traits
4. Measure these candidates’ subsequent job performance
5. Statistically analyze the relationship between human trait and job
performance

The primary objective is to determine whether to former predicts the latter.

This method is much more defensible than the judgmental approach because
equal rights laws exist that forbids using traits that you cannot prove distinguish
between high and low job performers.

Using task statements

Though job descriptions and specifications are used widely in

summarizing what a job entails, task statements are increasingly popular. A task
statement is basically a statement that shows what the worker does on one
particular job task. Writing these statements is only the first step in this process.
 Next, identify the knowledge, skills and abilities and other characteristics
needed to fulfill each task. Most jobs also require other human characteristics.

Third, the analyst takes the resulting 12 or 15 task statements and groups
it into four or five main duties.

Finally, the analyst compiles all the information in a “Job requirements

matrix” for this job. The task statement matrix provides a more comprehensive
picture of what the worker does and how and why he or she does it than does a
conventional job description. Such a list of required knowledge, skills, abilities,
and other characteristics can provide powerful information for making staffing,
training, and performance appraisal decisions, as can job profiling, to which we
now turn.

PROFILES IN TALENT MANAGEMENT

Traditionally, a job is a set of closely related activities being carried out for pay.
But nowadays, the concept of job is already changing. Some employees such as
Daimler are instituting high-performance work policies and practices. This include
management practices that depend on multi-skilled employees who can tackle multiple
jobs. But one underlying problem to situations like these is that when relying on a list of
conventional jobs, one can be counterproductive, because the job changes frequently.

To solve this, creating a job profile is a better option. Job profiles list the
competencies, traits, knowledge and experience that employees in these multi-skilled
jobs must be able to exhibit to get the many jobs done. From there, the manager can
hire, train, recruit, appraise and reward employees based on their profiles. Experts say
that the aim of job profiles is to create detailed description of what is required for
exceptional performance in terms of competencies, personal attributes, knowledge, and
experience. Job profiles now become the anchor for recruitment, selection, training and
evaluation and development plans for each job.

Competencies and competency-based job analysis

Competencies are observable and measurable behaviors of the person that

make performance possible. The question “in order to perform this job competently,
what should the employee be able to do?” is asked to determine what a job’s required
competencies are. So basically competencies are skills. Examples of competencies
include: “produce a lesson plan” or “engineer the struts for a bridge”.

Competency-based job analysis means describing the job in terms of

measurable, observable, behavioral competencies than an employee doing a job must
exhibit. This job analysis is worker focused. Managers have the liberty of grouping
competencies into clusters such as general, leadership, and technical competencies.

How to write competencies-based job descriptions

Defining the job’s competencies and writing them up is similar in most aspects to
traditional job analysis. In other words, you might interview job incumbents and their
supervisors, ask those open-ended questions regarding job responsibilities and
activities and perhaps identify critical incidents that pinpoint success on the job.
However, instead of compiling job duties, you will ask “In order to perform this job
competently, the employee should be able to ...?”
 II. Personnel Planning and Recruitment report made by: Ollie Kyrss Cal

The Traditional Way to Envision Recruitment

1. Decide what positions to fill, through workforce/personnel planning and

forecasting.
2. Build a pool of candidates for these jobs, by recruiting internal or external
candidates.
3. Have candidates complete application forms and perhaps undergo initial
screening interviews.
4. Use selection tools like tests, background investigations, and physical exams
to identify viable candidates.
5. Decide who to make an offer to, by having the supervisor and perhaps others
interview the candidates.

WORKFORCE PLANNING AND RECRUITING

Strategy and Workforce Planning

An unprecedented increase in job openings shows that the demand for talent is
forcing companies to plan better and recruit better. Workforce planning and HR
analytics have become a key focus point for HR professionals around the world, as they
confront new challenges in finding and retaining the right employees. Workforce (or
employment or personnel) planning is the process of deciding what positions the firm
will have to fill, and how to fill them. It embraces all future positions, from maintenance
clerk to CEO. However, most firms call the process of deciding how to fill executive jobs
succession planning.

Employment planning should reflect the firms’ strategic plans. Thus plans to
enter new businesses or reduce costs all influence the types of positions you’ll need to
fill or eliminate. Strategic issues are always crucial. In the short term, there’s not much
employers can do to overcome recessions, housing bubbles, or increases or decreases
in consumer spending. However, the managers should control their strategy. So,
knowing that the firm plans, say, to expand abroad, means making plans for ramping up
hiring in the firms international division. The basic workforce planning process is to
forecast the employers demand for labor and supply of labor; then identify supply
demand gaps and develop action plans to fill the projected gaps.

Forecasting Personnel Needs

This part of the employment process is what determines how many workers you
will need for a part or for the entire company. Companies forecast the demand for labor
in order to avoid overstaffing or understaffing. The basic process of forecasting
personnel needs is to forecast revenues first. Then estimate the size of the staff
required to support this sales volume. However, managers must also consider other,
strategic factors. These include projected turnover, decisions to upgrade or downgrade
products or services, productivity changes, and financial resources. There are several
simple tools for projecting personnel needs, as follows:

Trend Analysis
Trend analysis links historic employment patterns to future labor demand.
Managers plot trends that affected employee numbers, such as the company's
performance or developments in the industry sector, across a given period. They use
this data to identify continuing trends that will influence the number of employees
required in the future.

Ratio Analysis
Accurately forecasting a business’s human resource needs is vital for a small
company. If you have too many employees, you place a strain on your resources.
Having too few employees minimizes your ability to meet the needs of your customers.
Ratio analysis is one means of ensuring that you have the right amount of employees
for the amount of work by determining the number of employees needed based on
some element of production or sales. Ratio analysis is the beginning of HR forecasting;
it is not the entire process.

The Scatter Plot

A scatter plot shows graphically how two variables such as sales and your firms staffing
levels are related. If they are, then if you can forecast the business activity (like sales),
you should also be able to estimate your personnel needs. While simple, tools like
scatter plots have drawbacks:

1. They generally focus on historical sales/personnel relationships and assume that the
firm s existing activities will continue as is.

2. They tend to support compensation plans that reward managers for managing ever-
larger staffs, irrespective of the company s strategic needs.

3. They tend to institutionalize existing ways of doing things, even in the face of change.

MARKOV Analysis
Employers also use a mathematical process known as Markov analysis (or
transition analysis) to forecast availability of internal job candidates. Markov analysis
involves creating a matrix that shows the probabilities that employees in the chain of
feeder positions for a key job (such as from junior engineer, to engineer, to senior
engineer, to engineering supervisor, to director.

Improving Productivity through HRIS

A HRIS, which is also known as a human resource information system or human

resource management system, is basically an intersection of human resources and
information technology through HR software. This allows HR activities and processes to
occur electronically. To put it another way, a HRIS may be viewed as a way, through
software, for businesses big and small to take care of a number of activities, including
those related to human resources, accounting, management, and payroll. A HRIS
allows a company to plan its HR costs more effectively, as well as to manage them and
control them without needing to allocate too many resources toward them.

Computerized Personnel Forecasting

Computerized forecasts enable managers to build more variables into their
personnel projections. These systems rely on setting clear goals, such as reducing
inventory on hand. Other variables might include direct labor hours required to produce
one unit of product (a measure of productivity), and minimum, maximum, and probable
sales projections. Based on such input, a typical program generates average staff levels
required to meet product demands, as well as separate forecasts for direct labor (such
as assembly workers), indirect staff (such as secretaries), and exempt staff (such as
executives). With programs like these, employers can more accurately translate
projected productivity and sales levels into personnel needs. Many firms particularly use
computerized employee forecasting systems for estimating short-term needs

Forecasting the Supply of Inside Candidates

The next step of knowing that you’re staffing needs satisfies only half the staffing
equation is to estimate the likely supply of both inside and outside candidates. The main
task is to determine which current employees might be qualified for the projected
openings. For this you need to know current employee’s skills sets their current
qualifications. Sometimes it’s obvious how you have to proceed. When Google’s
founders wanted a replacement for CEO Eric Schmidt, they chose one of their own.

Manual Systems and Replacement Charts

Sometimes who to choose is not so obvious. Here, managers turn to
qualifications or skills inventories. These contain data on employees’ performance
records, educational background, and abilities to be promoted. Personnel replacement
charts are another option, particularly for the firm’s top positions. Whether manual or
computerized, these help managers determine which employees are available for
promotion or transfer. As an alternative, you can develop a position replacement card.
For this you create a card for each position, showing possible replacements as well
as their present performance, promotion potential, and training.

Computerized Skill Inventories

Larger firms obviously can’t track the qualifications of hundreds or thousands of

employees manually therefore they computerize this information using various
packaged software systems such as Survey Analytics’s Skills Inventory Software.
 Such programs help management anticipate human resource shortages, and
facilitate making employment recruitment and training plans. Increasingly, they also link
skills inventories with their other human resources systems. So, for instance, an
employee’s skills inventory might automatically update each time he or she is trained or
appraised. Computerized skills inventory data typically include items like work
experience codes, product knowledge, and the employee s level of familiarity with the
employer’s product lines or services, the person s industry experience, and formal
education.

Keeping the Information Private

The employer should secure all its employee data. Much of the data is personal,
such as Social Security numbers and illnesses. Legislation gives employees legal rights
regarding who has access to information about them. These legislations such as
Philippine Republic Act No. 10173 or the Data Privacy Act of 2012

In keeping the data safe from intruders that can strike from outside an organization or
from within, HR departments can help screen out potential identity thieves by following
four basic rules:

1. Perform background checks on anyone who is going to have access to personal

information.
2. If someone with access to personal information is out sick or on leave, don t hire
a temporary employee to replace him or her. Instead, bring in a trusted worker
from another department.
3. Perform random background checks such as random drug tests. Just because
someone, 5 years ago, doesn’t mean their current situation is the same.
4. Limit access to information such as SSNs, health information, and other sensitive
data to HR managers who require it to do their jobs.
Forecasting the Supply of Outside Candidates

If there won’t be enough inside candidates to fill the anticipated openings or you
want to go outside for another reason, you will turn to outside candidates. Forecasting
labor supply depends first on the manager s own sense of what’s happening in his or
her industry and locale. He or she will then supplement these observations with more
formal labor market analyses.

Talent Management and Predictive Workforce Monitoring

Traditionally, employers engage in formal workforce planning perhaps every year or so.
However, this may not always provide enough time. For instance, having failed to do
much such planning for years, Applying a talent management philosophy to workforce
planning requires being more proactive. Specifically, it requires paying continuous
attention to workforce planning issues. Managers call this newer, continuous workforce
planning approach predictive workforce monitoring.

The Recruiting Yield Pyramid

The manager should recognize that filling a relative

handful of positions might require recruiting dozens
or hundreds of candidates. Employers therefore use
a staffing or recruiting yield pyramid as shown to
gauge the dimensions of the staffing issues it needs
to address.

In the picture, the company knows it needs 50 new

entry-level accountants next year. From experience, the firm also knows the following:

- The ratio of offers made to actual new hires is 2 to 1.

- The ratio of candidates interviewed to offers made is 3 to 2.
- The ratio of candidates invited for interviews to candidates interviewed is about
- 4 to 3.
- Finally, the firm knows that of six leads that come in from all its recruiting sources, it
typically invites only one applicant for an interview a 6-to-1 ratio.
- Given these ratios, the firm knows it must generate about 1,200 leads to be able to
invite 200 viable candidates to its offices for interviews. The firm will then interview
about 150 of those invited, and from these it will make 100 offers, and so on.
Why Recruiting Is Important

It’s hard to overemphasize the importance of effective recruiting. If only two

candidates apply for two openings, you may have little choice but to hire them. But if 10
or 20 applicants appear, you can use techniques like interviews and tests to screen out
all but the best. Even high unemployment doesn’t necessarily mean that it is easy to
find good candidates

What Makes Recruiting a Challenge?

It’s easy to assume that recruiting is easy that all you need do is place a few ads
on the Web. However, several things make it more complex.

 First, some recruiting methods are superior to others, depending on the type of job
for which you are recruiting.
 Second, the success you have recruiting depends on non-recruitment issues and
policies. For example, paying 10% more than most firms in your locale should, other
things being equal, help you build a bigger applicant pool faster
 Third, employment law prescribes what you can and cannot do when recruiting.
For example, managers can’t rely on word-of-mouth dissemination of information about
job opportunities when the workforce is substantially all white or all members of some
other class, such as Hispanic.

Organizing How You Recruit

Should you centralize your firms’ recruitment efforts, or let each plant or office do
their own recruiting? For many firms, it’s simply much easier to recruit centrally now that
so much recruiting is on the Internet.

THE SUPERVISOR S ROLE

 The human resource manager charged with filling an open position is seldom
very familiar with the job itself. Someone has to tell this person what the position really
entails, and what key things to look or watch out for.

Only the position s supervisor can do this. The supervisor should therefore know what
sorts of questions to expect, and here your knowledge of job analysis should serve you
well.

INTERNAL SOURCES OF CANDIDATES

Recruiting typically brings to mind outside recruitment through third parties like
LinkedIn, employment agencies, and classified ads, but internal sources in other words,
current employees or hiring from within are often the best source of candidates.

Using Internal Sources: Pros and Cons

Filling open positions with inside candidates has several advantages:

- There is really no substitute for knowing a candidate s strengths and weaknesses,

as you should after working with them for some time.
- Current employees may be more committed to the company.
- Morale may rise if employees see promotions as rewards for loyalty and
competence.
- Inside candidates should require less orientation and (perhaps) training than
outsiders. However, hiring from within can also backfire:
- Employees who apply for jobs and don’t get them may become discontented
- Telling them why you rejected them and what remedial actions they might take is
crucial.
- Too often internal recruiting is a waste of time.
Many employers require managers to post job openings and interview all inside
candidates. Yet the manager often knows whom he or she wants to hire. Requiring him
or her to interview a stream of unsuspecting inside candidates can be a waste of time
for everyone. Inbreeding is another potential drawback. When all managers come up
through the ranks, they may have a tendency to maintain the status quo, when a new
direction is required.

Finding Internal Candidates

Hiring from within ideally relies on job posting and the firm’s skills inventories.

Job posting means publicizing the open job to employees. Usually it is by literally
posting it on company intranets or bulletin boards. These postings list the job’s
attributes, like qualifications, supervisor, work schedule, and pay rate. Qualifications
skills banks also play a role.

 Rehiring
Should you rehire someone who left your employ? It depends. On the plus
side, former employees are known quantities (more or less) and are already
familiar with how you do things. On the other hand, employees who you let go
may return with negative attitudes.

 Succession Planning
Succession planning is an integral part of talent management.
Management succession planning is the processes related to ensuring that
organizations have the human capital capacity necessary to achieve their goals
and effectively deliver results now and in the future. Planning for future human
capital needs through succession planning is often linked to strategic planning
and staff planning.

There are three parts of succession planning:

1. Identify Key Needs

First, based on the company s strategic and business plans, top
management and the HR director identify what the company s future
key position needs will be.
2. Develop Inside Candidates
Management turns to creating candidates for these jobs, creating
means providing the inside or outside candidates you identify with the
developmental experiences they require to be viable candidates.
3. Asses and Choose
Finally, succession planning requires assessing these candidates
and selecting those who will actually fill the key positions.
Referrals report made by: Veronica Bentulan

Employee referral campaigns are an important recruiting option. Here the

employer posts announcements of openings and requests for referrals on its Website,
bulletin, and/or wallboards. It often offers prizes or cash awards for referrals that lead to
recruitments

Pros:

 More people are hired

 Higher yield ratio of hires to applicants
 Current employees put their reputation on the line, as a result, they give more
information about the referred applicant
 New employees have more realistic picture of the firm
 69% of 586 employer respondents say that referrals are more cost effective than
other recruiting practices
 Specifically, 80% say that it is more cost effective than employment agencies.
 Referral programs cost around $400-$900 per hire in incentive and rewards.

Cons:
 Before asking for referrals, low morale should be addressed.
 Relying to referrals might be discriminatory
 When not hiring a referred applicant, explanation must be done to the referee
why you didn’t hire his or her candidate.

Walk-ins

Walk-ins are direct applications made at your office. They are a big source of
applicants. From a practical point of view, simply posting a Help Wanted sign
outside the door may be the most cost-effective way of attracting good local
applicants.

Many employers give every walk-in a brief interview, even if it is only to get
information on the applicant in case a position should be open in the future.
Particularly in challenging times, you’ll also receive many unsolicited application
letters from professional and white-collar applicants. These can be good sources
of leads. Good business practice requires answering all letters of inquiry from
applicants promptly and courteously.
Other source of Recruitments:

 Telecommuters
 Military Personnel

Measuring Recruiting Effectiveness

In recruiting applicants, employers spend a lot of money, yet only a few asses their
recruitment practices’ effectiveness. In terms of what to measure, one question is “How
many applicants did we generate through each of our recruitment sources?”

Possible recruiting metrics include new hire job performance, new hire failure rate, new
hire turnover, training success, and managers’ satisfaction. The problem is that “more
applicants” is not always better. The employer needs qualified, hireable applicants, not
just applicants.

It is not just quantity but quality. It’s therefore wise to compare your recruiting sources
with measures of how employees from these sources did after about a year on the job.
The accompanying HR as a Profit Center illustrates the role human resources can play.

Recruiting a More Diverse Workforce

 Single Parents

In 2010, there were almost 10 million single parent families with children under
18 maintained by the mother, about two-thirds of whom were employed. There were
about 1.25 million single parent families with children under 18 maintained by the father,
and three-fourths of those fathers were employed. Being a single parent isn’t easy, and
recruiting and keeping them requires understanding the problems they face in balancing
work and family life.

Attracting and Keeping Single Parents:

 Keep the workplace user friendly for them as practical

 Provide flexible work schedules
 Provide child-care benefits
 Supportive attitude on the supervisor’s part
 Older Workers

Over the next few years, the fastest-growing labor force segment will be
those from 45 to 64 years old. Those aged 25 to 34 will decline by almost 3
 million, reflecting fewer births in the late 1960s and early 1970s. On the positive
side, older workers generally have more knowledge and they serve as a powerful
draw by mirroring their perspective.

Attracting and Keeping Older Workers:

 Provide flexible (often abbreviated) work schedules

 Phased retirement that allows workers to ease out of the workforce.
 Portable jobs for snowbirds who wish to live in warmer climates in the winter.
 Part-time projects for retirees.
 Full benefits for part-timers.

 Minorities
The same prescriptions that apply to recruiting older workers apply to
recruiting minorities. In practice, this requires a three-part effort: Understand the
recruitment barriers, formulate the required recruitment plans, and institute the
specific day-to-day programs.

First, understand the barriers that prevent minorities from applying.

After recognizing the potential impediments, you can turn to formulating plans for
attracting and retaining minorities and women. Finally, translate these personnel
plans into recruitment programs. Specifically, decide what the ads will say, and
what recruiting sources you will use.

 Welfares
Some companies report difficulty in hiring and assimilating people
previously on welfare. Applicants sometimes lack basic work skills, such as
reporting for work on time, working in teams, and taking orders. The key to a
welfare-to-work programs success seems to be the employers pre-training
program. Here, participants get counseling and basic skills training over several
weeks.

 Disabled
The EEOC estimates that nearly 70% of the disabled are jobless, but it
certainly doesn’t have to be that way. Persons with disability certainly are
capable workers. Thousands of employers in the United States and elsewhere
have found that disabled employees provide an excellent and largely untapped
source of competent, efficient labor for jobs ranging from information technology
to creative advertising to receptionist. The US Department of Labors Office of
Disability Employment Policy provides programs that link disabled
undergraduates to potential employers. All states have local agencies (such as
 Corporate Connections in Tennessee) that provide placement services and other
recruitment and training tools and information for employers seeking to hire the
disabled. Employers also must use common sense.

DEVELOPING AND USING APPLICATION FORMS

Purpose

With a pool of applicants, it is advisable to use application forms to pre-screen

candidates. A filled-in application form provides four type of information. First are
substantive matters such as whether the applicant has the education or the experience
to do the job. Second, you can draw conclusions about the applicants’ previous
progress and growth, especially important for management candidates. Third, you can
draw tentative conclusions about the applicants stability based on previous work record
(although years of downsizing suggest the need for caution here). Fourth, you may be
able to use the data in the application to predict which candidates will succeed on the
job and which will not.

Application Guidelines

 In the “Employment History” section, request detailed information on each prior

employer, including the name of the supervisor and his or her e-mail address and
telephone number; this is essential for reference checking.
 In signing the application, the applicant should certify his or her understanding
that falsified statements may be cause for dismissal, that investigation of credit
and employment and driving record is authorized, that a medical examination
may be required, that drug screening tests may be required, and that
employment is for no definite period.

Applicant Exaggeration

Job applicants often exaggerate their qualifications. Estimates of how many

applicants exaggerate range from 40% to 70%. The most common exaggerations
concern education and job experience. Much of this exaggeration occurs on resumes,
but may occur on application forms too. Therefore, always ensure applicants complete
the form and sign a statement on it indicating that the information is true. The court will
almost always support a discharge for falsifying information when applying for work.
Furthermore, doing a less-than-complete job of filling in the form may reflect poor work
habits. Some applicants simply scribble see résumé attached on the application. This is
not acceptable. You need the signed, completed form.
Application forms and EEO Law

Carefully review application forms to ensure that they comply with equal
employment laws. Questions to be aware of include:

 Education. A question on the dates of attendance and graduation from various

schools is one potential violation, insofar as it may reflect the applicants age.
 Arrest record. The courts have usually held that employers violate Title VII by
disqualifying applicants from employment because of an arrest. This item has an
adverse impact on minorities, and employers usually cant show its required as a
business necessity.
 Notify in case of emergency. It is generally legal to require the name, address,
and phone number of a person to notify in case of emergency. However, asking
the relationship of this person could indicate the applicants’ marital status or
lineage.
 Membership in organizations. Some forms ask the applicant to list
memberships in clubs, organizations, or societies. Employers should include
instructions not to include organizations that would reveal race, religion, physical
handicaps, marital status, or ancestry.
 Physical handicaps. It is usually illegal to require the listing of applicants’
physical handicaps or past illnesses unless the application blank specifically asks
only for those that may interfere with your job performance. Similarly, it is
generally illegal to ask whether the applicant has ever received workers
compensation.
 Marital status. In general, the application should not ask whether an applicant is
single, married, divorced, separated, or living with anyone, or the names,
occupations, and ages of the applicants spouse or children.
 Housing. Asking whether an applicant owns, rents, or leases a house may also
be discriminatory. It can adversely affect minority groups and is difficult to justify
on business necessity.

Using Application Forms to Predict Job Performance

Finally, employers can use analyses of application information (biodata) to

predict employee tenure and performance. In one study, the researchers found
that applicants who had longer tenure with previous employers were less likely to
quit, and also had higher performance within 6 months after hire. Examples of
biodata items might include quit a job without giving notice, graduated from
college, and traveled considerably growing up.
Choose biodata items with three things in mind.

 Equal employment law limits the items you’ll want to use (dont use age,
race, or gender, for instance).
 Noninvasive items are best.
 Finally, consider that some applicants will fake biodata answers in an
effort to impress the employer.

Mandatory Arbitration

Many employers, aware of the high costs of employment litigation, require

applicants to agree in writing to mandatory arbitration should a dispute arise. The
practice is a matter of debate.
The basic situation now is that they are generally enforceable, with two big
caveats.

 First, it must be a fair process.

o The agreement should be a signed and dated separate
agreement.
o Use simple wording.
o Provide for reconsideration and judicial appeal if there is an
error of law.
o The employer must absorb most of the cost of the arbitration
process.
o The arbitration process should be reasonably swift.
o The employee, if he or she prevails, should be eligible to
receive the full remedies that he or she would have had if he
or she had had access to the courts.
 Second, mandatory arbitration clauses turn some candidates off.
Mandatory employment arbitration had a significantly negative
impact on the attractiveness of the company as a place to work.
References:

 GARY DESSLER, Human Resource Management, 13 th Ed

 MSG Experts, http://www.managementstudyguide.com/purpose-of-job-
analysis.htm
 http://www.humanresourcestoday.com/recruitment/workforce-planning/
 http://www.hrpayrollsystems.net/hris/
 http://study.com/academy/lesson/what-is-telecommuting-definition-advantages-
disadvantages.html