04-09-2019

Principles of Management

Unit 6
Staffing

HRP, Job Analysis, Recruitment & Selection

etc….

Human Resource Planning (HRP)

Meaning

• Human resource is the most important asset of an organisation. Human resources

planning are the important managerial function.

• It ensures the right type of people, in the right number, at the right time and place,
who are trained and motivated to do the right kind of work at the right time, there
is generally a shortage of suitable persons.

• The enterprise will estimate its manpower requirements and then find out the
sources from which the needs will be met. If required manpower is not available
then the work will suffer.

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• Developing countries are suffering from the shortage of trained managers.

• Job opportunities are available in these countries but properly trained personnel
are not available. These countries try to import trained skill from other countries.

• In order to cope human resource requirements, an enterprise will have to plan in

advance its needs and the sources.

• The terms human resource planning and manpower planning are generally used
interchangeably.

• Human resource planning is not a substitute for manpower planning. Rather the
latter is a part of the former i.e., manpower planning is integrated with human
resource planning.

Definition of HRP

In the words of Leon C. Megginson, human resource planning is

• “an integration approach to performing the planning aspects of the personnel

function in order to have a sufficient supply of adequately developed and
motivated people to perform the duties and tasks required to meet organisational
objectives and satisfy the individual’s needs and goals of organisational
members.”

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

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• Here, human resource means skill, knowledge, values, ability, commitment,

motivation etc., in addition to the number of employees.

Objectives / Uses / Applications of HRP

• Forecasting Personnel needs and requirements (skill requirement, training,

succession planning, shortage or surplus etc…)

• Cope with changes in market conditions, technology, Govt. regulations, etc….

• Using existing Manpower efficiently and productively

• To promote employees in a systematic manner (short & long term growth)

• To maintain a balance between distribution and allocation of employees

• To ensure adequate supply of Manpower as and when required

• Controlling wages and salary costs.

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1. Environment scanning

• It involves analysis of the external environment of business to identify issues and

opportunities that will influence the Org’s strategic plans.

• It involves analysis of Economic developments, scanning of the political, legal,

technological, social, competitor analysis etc….

2. Studying Org’s Objectives and Policies

• It involves analysis of the objectives, plans and policies of the Org. and
understanding the workforce factors operating in the org.

• The volume of future activity, time horizon, Org. Structure, various departmental
plans, etc…all are taken into consideration, while estimating manpower
requirements.

3. Forecasting the demand for Human resources

It involves

• Workforce Analysis

• Workload Analysis

• Demand Forecasting

• Job Analysis

4. Human Resource Supply Forecasting

• It involves evaluation of various sources of supply for the Org.

• If the Org. wishes to hire people from within the Org. or it’s previous employees, the
company is said to recruit from Internal Labor supply.

• External Labor supply sources are used by an Org. when it wishes to hire people
from outside the Org.

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5. Determining Manpower Gaps

• It involves determination of Qualitative and Quantitative gaps in the workforce.

• The strength and skills of the existing workforce are compared with the forecasted
manpower demands of the Org. and the number of people to be recruited or made
redundant is determined. It forms a basis for formulating HR plans.

6. Formulating HR plans

• It is necessary to formulate plans regarding recruitment, selection, transfer,

training, retirement, promotion etc…according to changing needs of the Org.

The following plans are prepared by the HR Manager

• Recruitment plans

• Redundancy plans

• Redeployment plans (transfer and training to new jobs / skills)

• Training plans

• Productivity plans (reduce employee’ cost by job re-design, job, re-engineering,

work simplification, incentives, bonus, promotion etc….)

• Retention plans (to reduce turnover by providing salary hike, bonus, change in work
environment, improving working conditions etc…)

• Control plans (monitoring surplus or deficiency in performance, changes in

Manpower inventory, provide solutions to present and future issues, forecasting
needs and requirements etc….)

Practical Exercise

• Case Study 21 HRP from Activities in Class (Handout) Folder

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Problems / Challenges / Issues with HRP

• Conflict between ideas

• Inadequate HRIS (Human Resource Information System)

• Poor image of Employer

• Restrictive policies by the Govt.

• Limited budget

• Conservative Org. policies

• Changes in Political, Economic, Social, Technological, Legal and Environmental

factors (PESTLE).

• Conflict between short-term and long-term plans

• Nature / support of Top Management

Job Analysis

Meaning

• Job analysis refers to the process of collecting information about a job. In other
words, it refers to the anatomy of the job. Job analysis is performed upon ongoing
jobs only. It contains job contents.

• For example, what are the duties of a supervisor, grade II, what minimal
knowledge, skills and abilities are necessary to be able to adequately perform this
job?

• How do the requirements for a supervisor, grade II, compare with those for a
supervisor, grade I?

• These are the questions that job analysis answers.

• Now, job analysis can be understood as an assessment that describes jobs

and the behaviours necessary to perform them.

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Definition of Job Analysis

• Edwin B. Flippo has defined job analysis as the process of studying and
collecting information relating to the operations and responsibilities of a specific
job. The immediate products of this analysis are job descriptions and job
specifications”.

• In the opinion of Herbert G. Hereman III, et. al., “A job is a collection of tasks that
can be performed by a single employee to contribute to the production of some
product or service provided by the organisation.

Each job has certain ability requirements (as well as certain rewards) associated
with it. Job analysis is the process used to identify these requirements”

There are two major aspects / Components of Job Analysis

A) Job Description

B) Job Specification

C) Job Evaluation

A) Job Description

• Job description is prepared on the basis of data collected through job analysis.

• Job description is a functional description of the contents what the job entails.

• It is a narration of the contents of a job.

• It is a description of the activities and duties to be performed in a job, the

relationship of the job with other jobs, the equipment and tools involved, the
nature of supervision, working conditions and hazards of the job and so on.

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• All major categories of jobs need to be spelled out in clear and comprehensive
manner to determine the qualifications and skills required to perform a job.

• Thus, job description differentiates one job from the other.

• In sum, job description is a written statement of what a job holder does, how it is
done, and why it is done.

Purpose of Job Description

• Grading and classification of jobs

• Placement and Orientation of new employees

• Promotions and transfers

• Outlining for career path

• Developing work standards

• Counseling of employees

• Delimitation of authority

B) Job Specification

• While job description focuses on the job, job specification focuses on the person
i.e, the job holder.

• Job specification is a statement of the minimum levels of qualifications, skills,

physical and other abilities, experience, judgment and attributes required for
performing job effectively.

• In other words, it is a statement of the minimum acceptable qualifications that an

incumbent must possess to perform a given job.

• It sets forth the knowledge, skills and abilities required to do the job effectively.

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• Job specification specifies the physical, psychological, personal, social and

behavioural characteristics of the job holders.

Purpose of Job Specification

• Personnel planning

• Performance appraisal

• Hiring

• Training and development

• Job evaluation and compensation

• Employee discipline

• Work scheduling

• Career Planning

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C) Job Evaluation

• Job evaluation is a comparative process of establishing the value of different jobs in

a hierarchical order.

• It allows one to compare jobs by using common criteria to define the relationship of
one job to another.

• This serves as basis for grading different jobs and developing a suitable pay
structure for them.

• It is important to mention that job evaluation cannot be the sole determining factor
for deciding pay structures because job evaluation is about relationships, and not
absolutes.

• The techniques used for job evaluation include ranking, job classification, points
rating, etc.

Process of Job Analysis

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1. Organizational Job Analysis

• Such information can be had by dividing background information in various forms

such as organisation charts

• i.e., how the particular job is related to other jobs;

• class specifications i.e., the general requirement of the job family;

• job description i.e., starting point to build the revised job description, and

• flow charts i.e., flow of activities involved in a particular job.

2. Selecting Representative jobs for Analysis

• Analysing all jobs of an organisation is both costly and time consuming.

Therefore, only a representative sample of jobs is selected for the purpose of
detailed analysis.

3. Collection of data for Job Analysis

• In this step, job data features of the job and required qualifications of the employee
are collected.

• Data can be collected either through questionnaire, observation or interviews.

• However, due care should be taken to select and use the method of data collection
that is the most reliable in the given situation of the job.

4. Preparing Job Description

• The job information collected in the above ways is now used to prepare a job
description.

• Job description is a written statement that describes the tasks, duties and
responsibilities that need to be discharged for effective job performance.

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5. Preparing Job Specification

• The last step involved in job analysis is to prepare job specification on the basis of
collected information.

• This is a written statement that specifies the personal qualities, traits, skills,
qualification, aptitude etc. required to effectively perform a job.

Practical Application Exercise (in-Class) – (Questions next Slide)

• Students will practice writing a job description (job tasks) and job specification
(worker requirements), by collecting job analysis data from a videotape of a
worker doing their job, and being interviewed about their job

• https://connectednational.org/watch/day-at-work-videos/

Based on the Video seen , Groups Answer the following Questions (will ask in
Random in Class)

• Why does observational job analysis work well for the job at the company shown?

• What job tasks at this company might have been missed if job analysis was limited to
observation?

• What worker requirements at this company might have been missed if job analysis
was limited to observation?

• What are the working conditions at this company?

• What safety hazards are established at this company? Is it enough? Do you have
any other suggestions?

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Recruitment

Meaning

• Recruitment is a positive process of searching for prospective employees and

stimulating them to apply for the jobs in the organization.

• When more persons apply for jobs then there will be a scope for recruiting better
persons.

• The job-seekers too, on the other hand, are in search of organizations offering
them employment. Recruitment is a linkage activity bringing together those with
jobs and those seeking jobs.

• In simple words, the term recruitment refers to discovering the source from where
potential employees may be selected.

• The scientific recruitment process leads to higher productivity, better wages, high
morale, reduction in labor turnover and enhanced reputation.

• It stimulates people to apply for jobs; hence it is a positive process.

• Recruitment is concerned with reaching out, attracting, and ensuring a supply of

qualified personnel and making out selection of requisite manpower both in their
quantitative and qualitative aspect.

• It is the development and maintenance of adequate man- power resources.

• This is the first stage of the process of selection and is completed with placement.

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Definition of Recruitment

• According to Edwin B. Flippo, “It is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an
organisation”.

• He further elaborates it, terming it both negative and positive.

• He says, “It is often termed positive in that it stimulates people to apply for jobs, to
increase the hiring ratio, i.e. the number of applicants for a job.

• Selection, on the other hand, tends to be negative because it rejects a good

number of those who apply, leaving only the best to be hired. ”

Sources of Recruitment
1. Internal Recruitment

2. External Recruitment

1. Internal Recruiting -- An internal source of recruitment involves recruiting

candidates internally. Employees currently working in their own company are
departed to other department or higher position.

• If the employees’ performance are excellent and up to the mark, they are given
chance to occupy higher level from the current post. If extra skills required,
organization are ready to provide training.

• This is one of the easiest ways of selecting candidates as the performance of

their work already analyzed by management.

2. External Recruiting -- An external source involves recruiting candidates

externally for better performance. External employees always feel young and
innovative for new companies, more active enough to find business problems and
fix it.

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• Though recruiting external candidates might be tougher but it has more positive
effect on business compared to internal source.

Sources of Internal Recruitment:

1) Selecting top talents within an organization to higher level

2) Promotions

3) Internal Advertisement

4) Temporary employees to permanent

5) Contract employees to temporary

6) Contract employees to permanent

7) Retired employees for freelancer position

Sources of External Recruitment:

1) Job portals.

2) Social media recruitment.

3) Newspaper Ads and Magazines

4) Website.

5) Campus recruitment.

6) Direct Walk In.

7) Retired employees from Ex-companies for contract, part time, project basis.

8) Recruitment agencies.

9) Internal employee referrals.

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E-Recruitment

• E-recruitment, also known as online recruitment, is the practice of using

technology and in particular Web-based resources for tasks involved with finding,
attracting, assessing, interviewing and hiring new personnel.

• The purpose of e-recruitment is to make the processes involved more efficient

and effective, as well as less expensive.

• Online recruitment can reach a larger pool of potential employees and facilitate
the selection process.

• Much of e-recruitment centers around major job sites which categorise open
positions by location, industry and seniority.

• Social media is increasingly being used in e-recruitment as a way to quickly reach

out to potential candidates.

• Companies may build their e-recruitment platforms in-house, use e-recruitment

HR software or employ recruitment agencies that utilize e-recruitment as part of
their package.

• E-recruitment may not be as suitable for senior positions where the pool of
prospective candidates is much lower.

• Some of the disadvantages of e-recruitment include responses from a large

number of unsuitable candidates which need to be sifted through and technology
issues that come from standardizing the application process (e.g. some peoples'
computers may not be able to handle PDF formats).

• Making your job stand out in a sea of others can also be difficult and attract
significant costs.

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Emerging Trends in Recruitment – (PPT PRESENTATION)

• More unique your points, more marks

• Group formed for Assign. 1 (from Unit 2) will continue

• Group will be given 10 Min each for the presentation (-ve marks for
exceeding time limit and not presenting on-time – on due date)

• You can use / do role play, PPT, blogs, magazine articles, newspaper
clippings, charts, video etc….

(Note: Refer Folder to show them unique Processes after Presentation in

Recruitment)

Selection (in HRM)

• Selection is a process by which you choose from a list of applicants, the person
who best meet the criteria for the position available considering environmental
context.

• The aim is to compare the demands of the job with the candidates capabilities and
inclinations, by various techniques.

Stages of Selection (Selection Tools – Points 3, 4, 5 & 6)

1. Receiving applications

2. Screening of applications

3. Selection Tests (IQ, EQ, Aptitude, Proficiency, Interest, personality, Interview)

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4. Employment Interviews (f-2-f, telephonic, video conferencing, panel, sequential,

stress, role-play etc…)

5. Background check

6. Medical Examination (fitness – physical and mental, use of drugs, HIV, other

transmittable diseases, etc…)

7. Final selection

8. Rejection of unsuitable candidates.

Selection – Best Practices

1. Emphasize on Culture

• Make sure to introduce candidates to your company culture by developing a strong

employer branding strategy.

• This strategy will expose job seekers to what your company is about, and this
even before they submit their application. Even better, you can leverage culture as
a tool to attract the right sort of talent.

• By emphasising on what your company stands for, your message is likely

to resonate to the ears of candidates who are simply more likely to enjoy working
for your organisation.

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2. Keep track of Candidates’ Information

• Applicant tracking is essential to maintain a valuable database of potential

candidates that is sure to save you time and money in the future.

• While the skills and experience of a candidate may not be well suited to a specific
position in the present, they could be of use in other areas of your business later
on.

• The task of maintaining up to date records of job applicants can be a challenge

without an appropriate HR system

• A cloud-based recruitment software is the easiest and most efficient manner to

align candidates with future positions as they become available

3. Ensure Privacy and Security for Candidate

• When your candidates are applying for a vacancy in your company, it’s a best
practice to ensure that their information is kept confidential.

• As a HR manager, you come across a range of personal information that, if

accessed by the wrong people, could lead to identity theft and a wealth of troubles
for your organisation.

• Adopting a HR platform that lets you store this information digitally on secured
servers is the best way to comply with your local governmental regulations.

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4. Leverage Social Media Platforms

• While the use of social media remains a top concern for HR managers, they can
help you attract and reach a larger pool of talent.

• Corporate career boards and online job boards are far from being enough to
expose current vacancies available in your company.

• Posting job openings on sites like Facebook, Instagram, whatsapp or LinkedIn is

only a first step.

• It’s even better if you’re able to create engagement on those platforms to drive
interest and referrals.

5. Adopt Agile Hiring Methods

• An increasingly mobile workforce is a chance for HR to broaden their talent pool

and capture candidates that they would not have had access to in the past.

• Allow for virtual interviews and be more flexible with the times at which you set
them to cater for time differences.

• Asking candidates to complete tasks and projects is of course a great way to test
skills and abilities, but be reasonable with what you ask.

• Talk about Hackathons, Google’s bill-board puzzle, Scientific Research subject

(Nasa job), Bed and Mattress Tester for sleeping

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6. Optimise the Recruitment Funnel

• Just like sales or marketing, HR should keep track of a conversion funnel to

optimise every step of the recruitment and selection process.

• How many applications do you receive? How many of these applications do turn
into interviews?

• How many people do you need to interview to fill a vacant position?

• These are some of the questions you will want to be able to answer to establish
benchmarks you can use to compare against and improve.

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