MEETING HUMAN RESOURCE RESHMA ROY

REQUIREMENTS
detailed investigation of duties, tasks and
responsibilities necessary to do a job.
Who??
Supervisors, job incumbents or combination of these

When??
❖ newly established organisation
❖ new jobs are created
❖ jobs undergo radical transformation due to changes in technology, methods,
procedures or systems
Which??
❖ Jobs that are critical to the success of the organisation
❖ Jobs that are difficult to learn and perform
❖ Jobs were new recruits are hired regularly
❖ Jobs created for women, minorities,disabled etc
❖ jobs that need to be performed differently due to new technology
❖ new jobs are added
❖ existing jobs are eliminated and their duties reallocated
ORGANISATIONAL
ANALYSIS
•Organisational Analysis: Job analysis helps to get an overall picture of various jobs in
the organisation and helps to find linkages between jobs and organisational
objectives etc.
•Selection of representative positions to be analysed: It is not possible to analyse all
the jobs within an organisation. Therefore a representative sample of jobs are to
analysed and jobs, missing over and below the representative samples are to be
found.
•Collection of job analysis data: Collection of data on the characteristics of the job,
qualifications etc are done through various techniques.
•Preparation of Job Description: This step involves describing the contents of the job in
terms of functions, duties, responsibilities etc.
•Preparation of Job Specification: Job Specification is a written statement of personal
attributes in terms of traits, skills, training etc.
METHODS OF COLLECTING JOB
ANALYSIS DATA
1. Job Performance
2. Personal Observation
3. Critical Incidents Technique
4. Interview
5. Panel of Expert
6. Diary Method
7. Questionnaire Method
Position Analysis Questionnaire: PAQ is a standardized questionnaire
developed at Purdue University. It contains 194 items divided into six
major divisions. It permits to analyse job elements quantitatively.

Management Position Description Questionnaire: It is a standardized

instrument used for analysing managerial jobs. The 274 item questionnaire
contains 15 sections, which would take 2.5 hours to complete on an
average. The respondents are asked to state how important each item is to
the position.

Functional Job Analysis: It is frequently used for government jobs. It tries

to examine the fundamental components of ‘data, people and things”, a
worker instruction scale etc. It helps in fixing wages and determining
positions within organisations.
JOB Description
Contents
Job Title
Job Summary
Job Activities/Duties
Working Conditions
Social Environment
JOB SPECIFICATION
Human characteristics needed for completion of job.
● Essential
● desirable
Education
Skills,Knowledge,Abilities
Experience
Work Oorientation factors
Age
HR PLANNING
 Also called employment or personnel planning is
the process of getting the right number of qualified
people into the right job at the right time so that an
organisation can meet its objectives.
FEATURES OF HR PLANNING
1. Forward Looking
2. In sync with organisational needs
3. Proactive
4. Get qualified people at the right time
OBJECTIVES OF HR PLANNING
1. Forecast personnel requirements
2. Cope with the changes
3. Use existing manpower effectively
4. Promote employees in a systematic manner
IMPORTANCE OF HR PLANNING
1. Reservoir of talent
2. Prepare people for future
3. Expand or contract
4. Cut costs
5. Succession Planning
 PROCESS OF HR PLANNING
1. Forecast demand for human resources
Demand is determined keeping in mind, the following factors:

Political, Legal,
Economic
Social and Competition
developments
technical changes

Organisational Workforce
decisions factors
To proceed systematically, HR Managers generally follow three steps:

• The average loss of manpower due to leave, retirement, death, transfer,

discharge etc during last few years.
Workforce • The rate of absenteeism and labour turnover.
Analysis • Nature of competition from rivals.

• Calculating the number of people required for various jobs with reference to a
planned output-after giving weightage to factors such as absenteeism, idle
Workload time etc.
Analysis

• Through job description and job specification statements, it gives the required
Job skills, qualifications, duties, tasks etc required for a job in an organisation.
Analysis
2. Preparing Manpower Inventory( Supply Forecasting)
To find out the size and quality of personnel available.

INTERNAL • Keep profiles updated and ready at

all times.
LABOUR • Prepare replacement charts or
succession plans.

SUPPLY • Conduct frequent manpower audits.

EXTERNAL • For new and diversified job positions

that cannot be filled internally.
LABOUR • Organisations should anticipate future
external recruitment needs and means
and be prepared for it.
SUPPLY
 3.Determining Manpower Gaps
The existing number of personnel and their
skills are compared with the forecasted
manpower needs to determine the quantitative
and qualitatitive gaps in the workforce.
4.Formulating HR Plans

Recruitment Plan
Redeployment Plan

Redundancy Plan
Productivity Plan
Training Plan
Retention Plan
Control Points
❖Recruitment plan : It will indicate the number and type of people required and when
they are needed.
❖Redeployment Plan : it will indicate the programmes for transferring or retraninig
existing employees for new jobs.
❖Redundancy Plan : It will indicate who is redundant, when and where; the plans for
retraining, where this is possible or plan for layoff.
❖Training Plan : It will indicate the number of exising staff that are required to be
trained and the programme for training them with regard to a new courses or
changes to existing courses.
❖Productivity Plan : It will indicate reasons for lesser employee productivity or reducing
employee costs through work simplification, job redesign etc
❖Retention Plan: It will indicate reasons for employee turnover and show strategies to
avoid wastage through compensation plans, improvements in working conditions etc
❖Control Points : The entire manpower to be subjected to close supervision from time to
time to find out deficiencies and remedies to be undertaken those deficiencies are
made.
DEFINITION
Recruitment is the process of locating and
encouraging potential applicants to apply for
existing or anticipated job openings. It is a linking
function joining together those with jobs to fill and
those seeking jobs.
SOURCES OF RECRUITMENT
Internal Sources
• People who are already working in an organisation constitute
the internal sources. Whenever vacancies arise, someone
from within the organisation is promoted or transferred.
External Sources
• When the organisation gets services of people working
outside the organisation, or those registered through
employment exchanges, referrals, walk-ins etc.
METHODS OF RECRUITMENT

1. Internal Methods
A) Promotion and Transfer
B) Job Posting and Job Bidding
C) Employee Referrals
▪ Employee Enlistment
2.EXTERNAL METHODS
A) Direct Methods
▪Campus Recruitment
▪Walk ins/ Scheduled interviews

B) Indirect Methods
▪Newspaper Ads
▪Television and Radio Ads
▪Internet Recruiting
 C) Third Party Methods
▪Private Employment Search Firms
▪Employment Exchange
▪Gate Hiring and Contractors
SELECTION PROCESS

Medical Reference
Reception
Examination Checks

Screening Selection Hiring

Interview Interview Decision

Application Selection
Blank Tests
Intelligence Tests
Aptitude Tests
Personality Tests
Achievement Tests
Simulation Tests
Assessment Centre
Graphology Tests
Polygraph Tests
Integrity Tests