HRM

Assignment 2
Recruitment & Selection
Submitted by;
AJMAL
Q1. Based on information available on the bank’s website, create a hard copy ad for the bank to
place in the Sunday editions of THE NEW YORK TIMES. Which Geographic editions of the
TIMES would you use and Why?

Ans; Recent Examples on the Web. After all, siblings are generally exposed to the same
developmental conditions, whether parental, geographic, or economic. Adam Stern Bergh, The
Cut, "The Extinction of the Middle Child," 11 July 2018 This can, expectedly, be a tall task for a
company whose work force transcends geographic, socioeconomic, racial and educational lines.
For if a certain mode of government was established or certain migrations of peoples took place
in consequence of such and such geographic, ethnographic, or economic conditions, then the free
will of those individuals who appear to us to have established that mode of government or
occasioned the migrations can no longer be regarded as the cause

Q2; Analyze and Critique the Bank current online candidate ad. How would you improve
it?
Ans; Strategic use of social media can dramatically impact not only how banks market their
products and services, but also how they conduct risk management, product and service design,
business forecasting, competitive analysis and customer education.
Recruiting by Internet
Home pages
Job boards
Dots-jobs domain
Virtual job fairs

The Power of Social Media

Social media is dramatically impacting the banking industry, as most banks have established a
presence on various social sites. Barclays Bank, Citigroup, Inc., HSBC, NatWest and others all
engage on social media through Twitter, Facebook, Google, LinkedIn, etc. J. P. Morgan’s
customer service account alone has more than 26,000 followers on Twitter, and the company has
sent more than 90,000 tweets since its inception. But followers and interactions are only as good
as the meaning that can be distilled from them. As customers increasingly use social media to
share opinions on financial products and services, banks must listen, learn and respond, as well
as incorporate their social activities into their overall corporate strategies. In most cases, this
requires banks to rethink their core business strategies to make them more customer-centric.
Traditionally, banks have employed a “push” strategy to communicate their offerings to
customers, through advertising, direct mail, point-of-sale displays or face-to-face interactions.
However, the industry focus has shifted from “customer service” to “customer engagement,”
which requires a two-way mode of communication. To sharpen their engagement capabilities,
banks need to enhance their understanding of customers by using social analytics to gain deep
insights into customer behavior, sentiments and needs. For instance, using social analytics,
organizations can identify, analyze and interpret interactions and associations over social media,
measure their impact and strengthen decision-based marketing.

Q3; Prepare on outline form a complete bank recruiting program for this bank, including
all recruiting sources your group would use?

We offer a variety of opportunities including apprenticeships, insight programs, summer

internships, industrial placements/attachments and full time roles. The right program for you will
be determined by the stage of which you are currently studying and your availability to join the
program.Job Analysis provides information about what the job entails and what human
characteristics are required to perform the job. This information, in the form of job description
and specifications, helps management decide what sort of people to recruit and hire.

Compensation:
Job analysis is crucial for estimating the value of each job & its appropriate compensation.
Compensation (such as salary and bonus) usually depends upon the job’s required skill and
education level, safety hazards, degree of responsibility and so on - all the factors we can assess
through job analysis.
Performance Appraisal:
A performance appraisal compares each employee’ actual performance with his or her
performance standards. Managers use job analysis to determine the job’s specific activities and
performance standards.
Steps in Job Analysis:
There are six steps in doing a job analysis.
(1)Decide how you’ll use the information, since this will determine the data you collect and how
you collect them. Some data collection techniques - like interviewing the employee and asking
what the job entails are good for writing job description and selecting employees for the job.
Other technique like the position analysis & questionnaire do not provide qualitative information
for job description. Instead, they provide numerical ratings for each job; these can be used to
compare jobs for compensation purpose.
(2)Review relevant background information such as organization charts, process charts and job
description.
Organization charts show the organization wide division of work, how the job in question relates
to other jobs, and where the job fits in the over all organization. The chart should show the title
of each position and by means of interconnecting lines, who reports to whom and with whom the
job incumbent communicates.
A process chart provide more detailed picture of the work flow. In its simplest form a process
chart shows the flow of inputs to and the outputs from the job you are analyzing. Finally, the
existing job description, if there is one, usually provides a starting point for building the revised
job description.
In the figure below the quality control clerk is expected to review components from suppliers,
check components going to the plan managers and give information regarding components
quality to these managers. Information input form the plant manager Components input from
Suppliers (Job under Study)
Quality Control Clerk
Select representative positions. Why? Because there may be too many similar jobs to analyze.
For example, it is usually necessary to analyze the jobs of 200 assembly workers when a sample
of 10 jobs will do.(4)Actually analyze the job – by collecting data on job activities, required
employee behaviors, working condition, and human traits & abilities needed to perform the job.
For this step, use one or more of the job analysis methods.(5)Verify the job analysis information
with the worker performing the job & with his or her immediate supervisor. This will help
confirm that the information is factually correct and complete. This review can also help gain the
employees’ acceptance of the job analysis data and conclusions by giving that person a chance to
review and modify your description of the job activities.
(6)Develop a job description and job specification. These are two tangible products of the job
analysis. The job description is a written statement that describes the activities and
responsibilities of the job, as well as its important features, such as working conditions and
safety hazards. The job specification summarizes the personal qualities, traits, skill and
background required for getting job done. In maybe in a separate document or in the same
document as the job description.
Pros & Cons
The interview is probably the most widely used method for identifying the job’s duties
&responsibilities and its wide use reflects its advantages. It is a relatively simple and quick way
to collect information, including information that might never appear on a written form. The
interview also provides an opportunity to explain the need for and function of the job analysis.
And the employee can vent frustration that might otherwise go unnoticed by the management.
Distortion of the information is the main problem – whether due to outright falsification or
honest misunderstanding. Job analysis is often a prelude to changing a job’s pay rate. Employees
therefore may legitimately view the interview as the efficiency evaluation that may affect their
pay. They may then tend to exaggerate certain responsibilities while minimizing others.
Typical Questions
What is the job being performed?
What are the major duties of your position? What exactly do you do?
What physical location do you work in?
What are the education, experience, skill and (where applicable) certification and licensing
requirements?
In what activities do you participate?
What are the job responsibilities and duties?
What are the basic accountabilities or performance that typifies your work?
What are your responsibilities? What is the environmental and working condition involved?
What are the jobs physical demands? The emotional and mental demands?
What are the health and safety condition?
Are you exposed to any hazards or any unusual working conditions?
Interview Guidelines
There are several things which should be kept in mind while conducting a job analysis
interview.1.The job analyst and supervisor should work together to identify the workers who
know the job best.

Questionnaires
Having employees fill out questionnaires to describe their job-related duties & responsibilities is
another good way to obtain job analysis information. We have to decide how structured the
questionnaire should be and what question to include. Some questionnaires are very structured
checklists. Each employee gets an inventory of perhaps hundreds of specific duties or tasks (such
as “change and splice via”). He or she is asked to indicate whether or not he/she performs each
tasks and, it so, how much time is normally spenton each. At the other extreme, the questionnaire
can be open-ended and simply ask the employee to “describe the major duties of your job.” In
practice, the best questionnaire often falls between these two extremes. Whether structured or
unstructured, questionnaires have both pros & cons. A questionnaire is a quick and efficient way
to obtain information from a large number of employees, its less costly than interviewing
hundreds of workers, for instance. However, developing any questionnaire an testing it can be
expensive and time-consuming.
Observation
Direct observation is specially 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 activities (lawyer, design–
engineer).Nor it is useful if the employee only occasionally engages in important activities, such
as a nurse who handles emergencies. And Reactivity the workers changing what he or she
normally does because you are watching – can also be a problem. Manager often use direct
observation and interviewing together. One approach is to observe the worker on the job during a
complete work cycle. Here you take notes of all job activities. Then after accumulating as much
information as possible, you interview the worker. Ask the person to clarify points not
understood and to explain what are the activities he or she performs that you didn’t observe.
Participant Diary/Logs
Another approach is to ask workers to keep a diary/log of what they do during the day. For
every activity he or she engages in, the employee records the activity in a log. This can produce a
very complete picture of the job, especially when supplemented with subsequent interviews with
the worker and the supervisor. The employee, of course, might try to exaggerate some activities
and underplay others. However, the detailed, chronological nature of the log tends to mediate
against this. Some firms take a hi-tech approach to diary/logs. They give employees pocket
dictating machines and pagers. Then at random times during the day, they page the workers, who
dictate what they are doing at that time. This approach can avoid one pitfall of the traditional
diary/log method: relying on workers to remember what they did hours earlier when they
complete their logs at the end of the day.
Quantitative Job Analysis Techniques
Qualitative approaches like interviews and questionnaires are not always suitable. For example,
if your aim is to compare jobs for pay purposes, you may want to be able to assign quantitative
values to each job. The position analysis questionnaire, the Department of Labour approach and
functional job analysis are three popular quantitative methods.
Conclusion
From Job Analysis, specific details of what is being done and the skills utilized in the job are
obtained. Job Analysis enables the managers to understand jobs and job structures to improve
work flow or develop techniques to improve productivity.