HUMAN RESOURCE PLANNING:

Human Resource Planning Process: Human resource (HR) planning or manpower

planning is a continuous process. The human resource manager is required to revise the
employment policies from time to time for achieving the best results. Human resource
planning/ manpower planning process involve the following steps:-

1. Objectives of human resource planning: human resource planning must be matched

with overall organizational plans. It should be concerned with filling future vacancies
rather than matching existing personnel with existing jobs.
2. Current manpower stock: Current manpower stock must be continuously
maintained by every department. Manpower inventory must have the detailed bio
data of each individual. this record not only help in employee development but also
in the finding out the surplus/ shortage of manpower.
3. Demand/supply forecasting: firstly the organization must check the demand of
manpower after every one year, two-year so on. For this purpose employment
trends to show the number of employees on payroll during last say three years to
show the trend. Replacement needs arise due to the death, retirement or
termination of the employees. Growth and expansion helps in creating a number of
positions at work place. After the demand forecasting it is also important to check
the supply of the different type of personnel for this purpose human resource audit,
replacement charts can be prepared.
 4. Determining net requirement: human resource manager must check the demand
and supply of the manpower before deriving at any conclusion.
5. Redeployment and Redundancy: in redeployment the surplus employees in one
department can be transferred to another department where deficit of employees
estimated and in case of redundancy where surplus employees cannot be
redeployed they can be offered voluntary retirement scheme.
6. Employment programme: here it is required to prepare programmes of recruitment,
selection, transfer and promotion to achieve organization goal.
7. Training and development: it is very necessary for the employees to keep them
updated in the job they are doing.
8. Evaluation of Human resource planning: after doing all the above steps it is
necessary to evaluate the effectiveness of human resource planning. Thus, the above
mentioned steps are important steps for the process of human resource planning.

JOB ANALYSIS
What is JOB?

According to Dale Yoder. "A Job is a collection of duties, tasks and responsibilities which are
assigned to an individual and which is different from other assignment"

According to Michael J. Jucius, "Job analysis refers to the process of studying the operations,
duties and organisational aspects of jobs in order to derive specification or, as they are
called by some job description"

In the words of Edwin B. Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job "

Definition: Job analysis refers to the process of systematically identifying, obtaining and
recording all the facts and details concerning the job through various methods. It gathering
information related to the knowledge, skills and abilities (KSA) which the job holder must
have, to perform the job satisfactorily.
Job analysis takes place before the recruitment process.

What are the Benefits of a Job Analysis

1. Obtaining solid first-hand job-related data on the particular duties associated with
the job
2. Identification of risks associated with the job responsibilities
3. Identification of the skills and abilities required for an employee to perform the job
well
4. Identification of critical competencies required for success
5. Improved decision-making during the recruitment and hiring process
6. Better replacement decisions when employees exit the organization
7. More specific and accurate job descriptions
8. More accurate job postings
9. Assessment of the relative importance of the job to other jobs
 10. Promotion of improved performance appraisals
11. Contributes to developing a more equitable compensation plan
12. Drives training requirements through greater knowledge about each job duty
13. Assistance with objectivity by enabling the separation of personal feelings about a
person from job requirements
14. Ability to offer evidence based and precise pre-hire employee assessments

Process of Job Analysis

Job
Job Specification
Process Description
Information
Gather
Information
Strategic
Choices

1. Strategic Choices: Firstly, an organisation needs to make strategic choices, concerning the
job analysis. These choices are related to:
 Degree to which an employee is involved in the process.
 Sources of collecting information.
 When and How often analysis is conducted.
 Level to which details are to be collected.
 Orientation, i.e. past and future.
2. Collection of Information: In the next step data is gathered, which mainly deals with three
aspects:
 Type of data to be obtained: It focuses on the basic job needs
 Person who collects the data: He/She may be the job analyst, supervisor or incumbent.
 Methods applied in collecting data: A number of techniques can be applied which may
be an interview, checklists, questionnaire, diary method, observation and so forth.
3. Process Information: Once the information is collected by the concerned individual, it is
then transformed in a way, so that it helps in job documentation.
4. Job Description: The processed data will result in job description which describes the
entire job profile to the management and the incumbent as well. It lists out the job title,
duties, responsibilities, tasks, activities, scope of work, objectives, authority limits, etc.
5. Job Specification: Job specification specifies all the employee qualifications, in the sense
of physical, mental, emotional and behavioural abilities.
It highlights the educational qualification, experience, knowledge, skills mental abilities, age,
gender, aptitude, reasoning, etc. possessed by the incumbent to perform the job and the
duties related to it satisfactorily.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

MANAGERIAL FunctionS Includes:

1. Planning
One of the primary function where number & type of employees needed to accomplish
organizational goals are determined. Research forms core HRM planning which also helps
management to collect, analyze and identify current plus future needs within the
organization.
2. Organizing
Organization of the task is another important step. Task is allocated to every member as per
their skills and activities are integrated towards a common goal.
3. Directing
This includes activating employees at different levels and making them contribute maximum
towards organizational goal. Tapping maximum potentialities of an employee via constant
motivation and command is a prime focus.
4. Controlling
Post planning, organizing and directing, performance of an employee is checked, verified and
compared with goals. If actual performance is found deviated from the plan, control
measures are taken.
Staffing
Budgeting

OPERATIVE Function Includes:

1. Recruitment/Hiring
Hiring is a process which brings pool of prospective candidates who can work in an
organization achieve their goals and allows managements to select right candidates from the
given pool.

2. Job Analysis & Job Design

Describing nature of the job like qualification, skill, work experience required for specific job
position is another important operative task. Whereas, job design includes outlining tasks,
duties and responsibilities into a single work unit to achieve certain goal.

3. Performance Appraisal
Checking and analysing employee performance is another important function that human
resource management has to perform.

4. Training & Development

This function allows employees to acquire new skills and knowledge to perform their job
effectively. Training and development also prepares employees for higher level
responsibilities.

5. Salary Administration
Human Resource Department also determines pays for different job types and incudes
compensations, incentives, bonus, benefits etc. related with a job function.

6. Employee Welfare
This function takes care of numerous services, benefits and facilities provided to an
employee for their well-being.

7. Maintenance
Minimizing employee turnover and sustaining best performing employees within the
organization is the key. Minimizing ROI within HR department is also a key goal for Human
resource management team.

8. Labour Relations
Labour relation is regards to the workforce who work within a trade union. Employees in
such domain form a union/group to voice their decisions affectively to the higher
management.

9. Personal Research
Research is a vital part of human resource management. It is performed to keep a check on
employee opinion about wages, promotions, work condition, welfare activities, leadership,
employee satisfaction and other key issues.

10. Personal Record

This function involves recording, maintaining and retrieving employee related information
including employment history, work hours, earning history etc.

JOB DESIGN:

Job Design: Creating a job design is the succeeding step to job analysis. As you know, job
analysis provides information about the skills and competency required to perform a job
efficiently. Conversely, job design strives at organizing tasks, duties, and responsibilities
associated with a job to achieve organizational as well as individual objectives. Job design is
a relatively new term in HRM.

Goals of Job Design:

1. Facilitating the interest of employees towards the job and enhancing their
satisfaction
2. Increasing employee motivation and productivity
3. Enhancing employees’ skills by identifying their training needs
4. Covering the modern needs of employee participation
5. Ensuring safer working environment
6. Making the communication process clear and effective in the organization
7. Improving the quality of working life of employees
8. Eliminating the unnecessary levels of supervision, checking, and control
9. Establishing high-level standards for customer service
10. Minimizing cost by reducing wastage.

Techniques of Job Design:

1. Job Simplification.
2. Job Rotation.
3. Job Enlargement.
4. Job Enrichment.
5. Job Reengineering.

Job Simplification: Job is simplified or specialized. The job is broken down into small parts,
and each part is assigned to an individual. To be more specific, work simplification is
mechanical pacing of work, repetitive work processes, working only on one part of a
product, predetermining tools and techniques, restricting interaction amongst employees,
few skills requirements. Work simplification is used when jobs are not specialized.

2. Job Rotation: Job rotation means systematically moving workers from one job to another.
When incumbents become bored with routine jobs, job rotation is an answer to it. Here jobs
remain unchanged, but the incumbents shift from one job to another. On the positive side,
it increases the intrinsic reward potential of a job because of the different skills and abilities
needed to perform it. Workers become more competent in several jobs, know a variety of
jobs, and improve the self-image, personal growth. Further, the worker becomes more
valuable to the organization. On the negative side, it may not be much enthusiastic, or
efficiency may not be more. Besides, jobs may not improve the relationships between tasks,
while activities and objectives remain unchanged. Further training costs also rise, and it can
also de-motivate intelligent and ambitious trainees who seek specific responsibilities in their
chosen specialties.

3. Job Enlargement: Job enlargement means assigning workers additional same-level

activities. Job enlargement changes the jobs to include more and/or different tasks. It
means expanding the number of tasks or duties assigned to a given job. Job enlargement is
naturally opposite to work simplification. Adding more tasks or duties to a job does not
mean that new skills and abilities are needed. There is only horizontal expansion. It is with
the same skills taking additional responsibilities like extending working hours etc. Job
enlargement may involve breaking up the existing work system and redesigning a new work
system.

4. Job Enrichment: Job enrichment is the improvisation of both task efficiency and human
satisfaction by building into people’s jobs, quite specifically, greater scope for personal
achievement and recognition, more challenging and responsible work, and more
opportunity for individual advancement and growth. An enriched job will have more
responsibility, more autonomy (vertical enrichment), and more variety of tasks (horizontal
enrichment) and more growth opportunities. The employee does more planning and
controlling with less supervision but more self-evaluation.

5. Job Reengineering:
Reengineering means redesigning a business process so that small multidisciplinary self-
managing teams get the task done together, all at once. Reengineering identifies the desired
outcome of a system or subsystem and restructures jobs and even departments to radically
increase performance. Often this is done by eliminating unneeded steps and clustering
related responsibilities into one job or team organized around the process.

RECRUITMENT AND SELECTION:

What is the Difference between RECRUITMENT AND SELECTION?

Recruitment refers to the process where potential applicants (students/working
professionals) are searched for, and then encouraged to apply for an actual or anticipated
vacancy.
Selection is the process of hiring employees among the shortlisted candidates and
providing them a job in the organization.

The success of any organization depends on its employees. When an employee is well suited
for their job, the entire company can enjoy the benefits of their unbeatable success.
Recruitment and selection help organizations choose the right candidates for the right
positions. Therefore, understanding the difference between recruitment and selection is
essential to reduce any losses for an organization.

What is Recruitment?
Recruitment is the process in which people are offered selection in an organization. It is
when prospective employees are searched for and are then encouraged to apply for jobs
within the organization.
This is just one step in the process of employment however it is a long process that involves
a series of tasks, starting with an analysis of the job requirements and ending with the
appointment of the employee.
Specific tasks involved in the process of recruitment include:

 Analysing job requirements

 Advertising the vacancy
 Attracting candidates to apply for the job
 Managing response
 Scrutinizing applications
 Shortlisting candidates
Recruitment activities are typically performed by Human Resource practitioners, either
internally or externally.
Internal recruitment sources are promotion, transfers, retrenched employees, contact or
references, ex-employees, retired employees, etc. External recruitment sources are
recruitment through advertisement, campus recruitment, recruitment by employee
exchanges, recruitment by third parties, internet recruitment, unsolicited applicants, etc.

What is Selection?
Selection is the process of identifying an individual from a pool of job applicants with the
requisite qualifications and competencies to fill jobs in the organization. This is an HR
process that helps differentiate between qualified and unqualified applicants by applying
various techniques.
Selection is the process in which various strategies are employed to help recruiters decide
which applicant is best suited for the job.

Some activities include:

 Screening
 Eliminating unsuitable candidates
 Conducting an examination (aptitude test, intelligence test, performance test,
personality test, etc.)
 Interviews
 Checking references
 Medical tests
The selection process is a largely time-consuming step in an employee’s hiring experience.
HR managers must carefully identify the eligibility of every candidate for the post, being
careful not to disregard important factors such as educational qualification, background,
age, etc.

The Difference between Recruitment and Selection:

COMPARISON RECRUITMENT SELECTION

An activity of searching
A process of selecting the best
for potential candidates
Meaning candidates and offering them
and encouraging them
the job.
to apply.

Negative – seeking out ways

Positive – seeking out
to reduce the applicant pool
Approach an increase in the
until one ideal candidate is
applicant pool.
identified.

Inviting more Choosing the most suitable

Objective candidates to apply for candidate and rejecting the
a vacant position. rest.

Key Factor Advertising the job. Appointing the candidate.

Sequence First. Second.

Vacancies are notified The organization makes an

by the organization applicant go through various
through various levels (submitting a form,
Process sources, then an writing a test, undergoing an
application form is interview, etc.) to deem
made available to whether they’re an
candidates. appropriate fit.

Specifications The recruitment policy The selection policy consists of

 specifies the objectives
of recruitment,
providing rules and
regulations for the
implementation of the
recruitment program.
a series of
methods/steps/stages by
which the evaluation of the
candidate will be done.

Recruitment only
implies communication
Contractual of vacancies and open
Relation positions – therefore,
no contractual relation
is established.
Selection involves the creation
of a contractual agreement
between the employer and
employee.

Method Economical. Expensive.

Selection Process:

1. RECRUITMENT
Recruitment involves the following steps :-
Job Description/Specifications: The Personnel department first does job analysis. It is a process of
collecting, analysing information about the job (Job Description) and qualities required for doing the
job (Job Specification).
Determining the Sources of Manpower : After this, they search for all possible sources of
manpower. Advertising in leading newspapers and on the internet is one of the best sources of
manpower, due to a wide choice.
Advertising the Vacancies: The Personnel department advertises the vacancies. The advertisement
should contain detailed information about the job, the required qualities of the candidates, the
company, etc. All suitable candidates are asked to submit their applications to the company before a
particular date.
2. APPLICATIONS
Examining the Applications and Sending Application Blanks :-
Examining the Applications: The Personnel department starts receiving applications. They examine
these applications in detail. The candidates who are not qualified for the job, incomplete
applications, applications received late, etc., are rejected.
Sending Application Blanks : The remaining candidates are sent "Application Blanks". An application
blank is a "fact-finder". It collects information about the candidate's background, education, training,
experience, reference, etc. The candidates have to fill up the application blanks and send it back to
the organisation before a particular date. Photographs, copies of certificates, etc., should also be
sent along with the application blank.

3. WRITTEN TEST
After receiving the fully filled application blanks, the Personnel department examines them.
Incomplete applications, applications received late, etc. are rejected. The remaining candidates are
sent call letters for "Written Tests". It is held to test the performance, aptitude, interest, intelligence,
personality, etc. These tests are conducted by physiologists and educationists. They may be a
descriptive or objective test. The candidates who are successful in these tests are given call letters
for the interview.

4. INTERVIEW
An interview is a verbal and visual interaction between two or more persons, for a particular
purpose. An interview is an oral examination of candidates. The main purpose of an interview is to
match candidates with jobs. There are many types of interviews, e.g. Group interview, Individual
interview, Panel interview, Stress interview, etc.

5. REFERENCE CHECK
After the interview, the Personnel department checks the references of the successful
candidates. These references are contacted personally or by telephone or by letter, and they are
asked their opinion about the candidate. The main purpose of a reference check is to collect
information about the past performance of the candidate in order to judge his future performance.
The accuracy of the information given by the candidate can also be checked.

6. MEDICAL EXAMINATION
After the reference check, the candidates have to go through a medical examination. This is
done to find out whether, the candidate is physically and mentally fit to do the job.

7. FINAL SELECTION, PLACEMENT AND INDUCTION

The candidates who are successful in the medical examination are issued appointment
letters, and they are asked to join the organisation on a particular date. On the joining date, the
candidate is properly placed and inducted.

PLACEMENT AND INDUCTION

Placement: When the candidate is selected for a particular post and when he reports to
duty, the organization has to place him or her in the job for which he or she is selected
which is being done through placement. Placement is the act of offering the job to a finally
selected candidate. It is the act of finally assigning the rank and responsibility to an
employee, identifying him with a particular job.

In the words of Pigors and Myers, “Placement is the determination of the job to which an
accepted candidate is to be assigned and his assignment to that job. It is a matching of what
the supervisor has reason to think he can do with the job demands. It is a matching of what
he imposes in strain, working conditions and what he offers in the form of pay roll,
companionship with others, promotional possibilities etc.”

Importance:

1. If the employees are properly placed, they will enjoy their work and organisation will
not have to suffer the problem of employee turnover.
2. If employees don’t like their work, they start making excuses from the job and
remain absent. Effective placement will keep the absenteeism rate low.
3. Morale of workers increases because they get the work of their choice, if correctly
placed.
4. Workers will work attentively and safety of workers will be ensured and lesser
accidents will happen.
5. Workers will be satisfied with their jobs and there will be no reasons for disputes, so
human relations will improve.
6. Through proper placement, misfit between the job and person can be avoided.
7. Efficient and effective performance of individual tasks will ensure the achievement
of organisational goals.
8. Productivity i.e., ratio of output to input increases as wastage and abnormal losses
decrease.

INDUCTION: Induction means introduction of a new employee to the job and the
organization. It is the process of receiving and welcoming an employee when he first joins a
company and giving him the basic information he needs to settle down quickly and happily
and start work. It is a welcoming process to make him feel at home and generate in him a
feeling of belongingness to the organization. In the process of induction the new comer is
explained his duties and responsibilities, company rules, policies and regulations so as to
make him familiar to the organization.

The important characteristics of induction are:

1. Encouraging employees to ask questions.

2. Including information on both technical and social aspects of the job.
3. Making the new employee’s manager responsible for the orientation.
4. Avoiding embarrassment to the new members.
5. Arranging formal and informal interaction with managers and peers.
6. Providing relocation assistance such as house hunting, information about the local
society, and etc.
7. Giving information about the company’s products, services and customers.
 8. Familiarizing adequately with the culture of the organization such as how work is
done, what matters in the organization, which work- related behaviours are
acceptable or unacceptable and etc.

Induction Process:

An employee’s induction process is often what makes or breaks his experience at a

company. Employee Induction is the first step of welcoming new employees to the
company and preparing them for their respective roles. Induction is the introduction and
orientation of the employee in the organizational culture and showing the employees how
interconnected he/she is to everyone in the organization.

A good induction program ensures that the employees contribute more effectively and
efficiently to their team.
An induction makes the employees feel
● Welcome into the organization and team
● Associated with the company’s policies and objectives
● Confident that they can successfully do their job
● Positive about their future in the company
● Energized about his potential opportunities
An employee on-boarding should be taken seriously. The employee induction process is to
be planned well before the employee joins and the number of days depends on the
demands of the role.