Essentials of HRM

September 2022 Examination

Q1.
Ans 1.

Introduction:
Finding the appropriate individuals for the right positions at the right time is essential for every
organization. It guarantees that the workforce possesses the necessary knowledge, expertise, and
skills to meet the organization's present and future demands. Utilizing workforce planning data
to identify the capabilities required for organizational performance, effective resourcing aims to
impact the company’s long-term success rather than just fill a short-term vacancy. From a wide
pool of competent applicants, recruitment is the process of selecting the most skilled and
qualified candidates for a position. The goal of recruitment is to attract candidates by
encouraging them to apply for positions, which will speed up the hiring process.
External recruitment refers to the situation in which we hire an outside firm to carry out the
recruitment process on our behalf. These professional agencies have a database of suitable
candidates for our job openings.

Concept and Application

Improving the effectiveness of external recruitment

To improve the effectiveness of external recruitment, the following methods can be used:

 Using an ATS: The most important aspect of a successful recruitment strategy is the use
of an applicant tracking system (ATS). Recruiters can use an applicant tracking device
(ATS) to track candidates throughout the recruitment process, from application to offer
letters, and automate communications so that top candidates do not fall through the
cracks. Perhaps more importantly, an ATS can assist in determining where the majority
of qualified candidates come from, whether through careers pages, social media, or
 activity forums. This data assists recruiters in determining which pathways are the most
successful and deserving of more resources, as well as which ones should be avoided.
 Only provide essential qualifications in the job description: Research indicates that
women are far less likely to apply for jobs if they do not meet all requirements, whereas
men will look at positions if they meet 60% of the requirements. The number of
applicants will be significantly reduced by unnecessary details, such as requirements that
one is prepared to teach for or other obligations. Consequently, one could wish to expand
their candidate search, which could take additional time and money. To improve the
variety and level of programs, tighten up the process descriptions.
 Prioritize communication with candidates: Ignoring potential customers will cause
them to turn their focus away from the business and toward one another. Keep the lines
of communication open with applicants throughout the application process. If they
haven't heard from you in a while or don't know when they might expect to hear from
you, they might not wait even though it says, "Good day, no information yet!" To keep
prospects as a viable possibility and avoid having to redo the search, keep them front of
mind—and top of their email.
 Meeting candidates at their location: Deciding where to find applicants is a lengthy
process. If you are looking for candidates who are just starting their careers, a social
media recruiting strategy is likely to be successful. Alternatively, experienced candidates
are more likely to be found on traditional job websites. If you do not use the proper
sourcing tools, you may lose time and assets - and correctly scream into the abyss. If you
pursue stores you know are domestic to specialists in your area, you will be able to
contact prospective prospects more quickly. Before you begin the recruitment campaign,
you should first determine where these passive activity seekers are.
 Simplify the interview process: Employees must be aware of legal requirements, ethical
interview norms, and the most effective methods for comparing qualifications. Create a
standardized candidate evaluation template that you can customize for each role for
which you are hiring. Before you begin looking for candidates, talk with hiring managers
to develop a candidate persona — what are the job requirements, and who do they want
in the position? Inquire with each prospect about a time when they fought for what they
 wanted, such as if they require a salesperson who is aggressive at work. This method
ensures that you always ask the right questions to the interviewees.
 Realistic Job Preview (RJP) - Using this technique, candidates learn about all aspects of
the job, including the good and bad, the working environment, and any potential health or
safety issues. This technique leads to more optimistic job expectations, higher job
satisfaction, and lower turnover.
 Surveys – In this strategy, a survey is done to ascertain the manager's level of satisfaction
with both the hiring process and the candidates they have chosen. This approach is also
used to gauge candidates' satisfaction.
 Using recruitment metrics, a recruiter may quickly identify the best candidates by
determining which recruiting strategy is optimal for each candidate.
 Time to Fill-it indicates the total number of days from the approval of a job opening and
the day the candidate is chosen for the position. This implies that lower time-to-fill
numbers are preferable.
 Recruitment costs: A set of calculations can be used to determine the total costs
associated with various recruiting processes. Managers can make decisions to reduce
costs and boost productivity by being aware of these values.

Conclusion:
Recruiting new employees assists organizations in fulfilling duties to achieve organizational
goals and objectives and boost productivity. As a result, recruitment is a critical component of
the HR department. Companies with an excellent recruitment policy are frequently seen to
successfully attract the right pool of candidates for an activity opening. Green recruitment
coverage focuses on providing candidates or prospective workers with specific activity specifics,
building a high-quality image of the company, and hiring the best person for the open function.
Q2.
Ans 2.

Introduction:
Human Resource Planning is a systematic process of forecasting both the prospective demand
for and supply of manpower, as well as the employment of skills by the organization's objectives.
It is also known as the method of reviewing manpower requirements to ensure that the right kind
of skills is available to the organization.

The primary function of HRP is to establish the company's goals and objectives. In other words,
it is to have the exact number of employees whose skills match the needs of the organization, so
that the organization can progress toward its objectives.

Concept and Application

Implementation of the human resource plan

It is critical to concentrate on developing a strong HR strategy. However, if the HR method is
implemented completely, all of the time and money spent developing it may be wasted. That is
why academics have spent the last decade studying HR strategy implementation.

Purcell and Hutchinson (2007), as well as Nishii and Wright (2008), were among the first to
deconstruct strategic HRM implementation into steps. They provide the following version to
help you understand the HR implementation process.
 The intended HRM is the set of HR practices (for example, selection, training, overall
performance management, rewards, and so on) as designed by the company and HR.
 Managers provide a set of HR practices known as implemented HRM.
 Employee perceptions of HRM are referred to as perceived HRM.
 Employee reactions to those sports are referred to as employee effects. Employee
satisfaction, commitment, and a willingness to go above and beyond are examples.
 The resulting corporate performance is known as organizational performance.
Each of these steps is followed by a newly implemented HR practice. HR, for example, creates a
new performance management tool. The performance management system is then implemented
with the assistance of managers, and personnel is revealed. These methods are critical because
managers may supply the device in various ways. Employees may also have a variety of needs,
options, and backgrounds. This can result in opposing viewpoints on the same device.

The HRP technique includes basic daily steps that are used by every firm.

 Examining organizational goals: Before establishing the need for human assistance, HR
staff members examine the organization's aspirations and objectives. To achieve the aims
and goals within the time frame, the personnel develop a list of HR activities and analyze
tasks that need to be accomplished.
 Examining the environment: HR professionals use this degree to determine the
necessary manpower to meet the company's goals and aspirations. The staff determines
the gap between the available human resource and the actual need for human resources
(commonly known as HR demand forecasting and supply). When deciding what is
needed in terms of human resources, HR staff members check several variables, such as
eligibility, the availability of positions, and the knowledge base and skills required.
 The HRP process's most important component is striking a balance between personnel
demand and delivery. To complete this step, the requests and deliveries of the group of
workers must be stable. This is accomplished, which will address issues like surpluses
and shortages of human resources. When there is a shortfall, HR staff members use a
variety of actions to improve first-class, such as recruits, promotions, extra time, and
training.
 Implementing and monitoring the HR strategy: The HR strategy will be put into
practice as soon as supply and demand are equal. The HR team must assess whether the
HR plan will bring together the desires and goals of the firm after it has been successfully
implemented. The HR plan must be carried out for recruitment, selection, placement,
education, improvement, and other HR tasks to be effective. Employees in HR carry out
the necessary corrective actions when deviations occur. Finally, a record of every HRP
finding is kept for future use.
Conclusion:
The purpose of HRP is not just to forecast a company's future needs in terms of human
resources; it also helps to improve future movement plans for all of the company's departments.
In addition, HRP offers the following benefits: HRP enables businesses to satisfy their present
and future needs for human resources, enabling them to carry out their tasks without hindrance.
It ensures that the best people are assigned to the best jobs at the right times, enabling firms to
reduce a variety of business risks such as technology advancement, economic change, etc. HRP
balances an employer's need for and supply of human resources by foreseeing shortages and
surpluses of these resources. Both of those situations may present risks to the employer. Because
a lack of human resources could hinder the organization's ability to function. In addition, a
surplus could lead to expensive fees.

Q3
Ans 3a.
Introduction:
Choosing people with the necessary knowledge and abilities to carry out a certain task is known
as selection. On a wide range of potential job seekers, this strategy is typically used. Selection is
the process of sorting through applications for a position that has to be filled and removing
candidates who no longer satisfy the activity's and the company's standards.

Selection procedure:
The issue is that Jayram is having trouble deciding between Varsha, Ritika, and Abhishek for the
position of income government in the ABD company. Jayram needs to consider three things: the
activity profile, the work responsibilities, and the necessary talents. Here, the position description
is for a sales government. The ability to grow a business and keep the correct kinds of customer
relationships is a requirement for the position of income executive. Additionally, the income
government must pass down abilities in presentation, client relations, inventiveness, competitive
selling, etc. Before coming to a decision, we shall read each candidate in turn.

Varsha has outstanding knowledge and has produced excellent work for about four years in the
sales and advertising industries. She also has a strong grasp of how to communicate with
customers. However, she tends to get overconfident and very bold. Ritika has spent almost seven
years working in a non-managerial capacity. She may not be able to communicate with clients,
though, being an introvert. Sales will drop as a result of this activity because there may not be a
good client relationship. Her personality would not be appropriate for the job. Abhishek, who has
a specialty in agribusiness, is the next candidate. The opinion is that Abhishek is a talented and
desired candidate. His only real drawback is that he has no enjoyable work to do.
It is crucial to keep in mind that while someone may be suitable for a particular activity, they
may not ultimately be suitable for the organization. Selection cannot be based purely on how
well the applicant fits the role. Abhishek is a strong candidate in the current case and has
outstanding qualifications. He has an excellent resume. He won't be a good fit for the company,
though, for two reasons: first, because he lacks experience and is still more energizing than the
other candidates, he won't be able to handle the workload or maintain a strong customer
connection. Ritika is robotically removed because her credentials do not fit the process profile.
This brings us to Varsha, who, despite having a few flaws in her personality, is capable of
handling the duties.
Furthermore, the process through which she was chosen is seen as independent. She was chosen
after an official interview. In a green selection approach, the interviewer evaluates the candidate
to see whether or not they are qualified to carry out the process. Candidates are questioned
during an interview about their personal, technical, and professional backgrounds. Employers
can evaluate a candidate's aptitude, knowledge, qualifications, and skills during the interview.
Varsha is the best candidate for the job of sales government since Jayram was able to access her
skills effectively throughout the interview.

Conclusion:
The majority of people in all nations and ethnic groups employ preferred ways that are quite
similar to one another. For instance, in several western countries, candidates are ranked
according to how well they do in interviews. This selection approach, which considers a
candidate's knowledge, skills, experience, and intelligence, is used by many European countries.

b.
Ans 3b.
Introduction:
Employers typically mix internal and external recruitment techniques. A solid basis in process
evaluation, well-written task descriptions, and compliance with applicable laws, including the
same employment opportunity rules, are essential components of any technique. Internal task
postings, control nominations, a database of knowledge, abilities, and skills, and succession
planning are typically all components of inner recruiting.

Concept and application:

Handling of internal candidates:

Here, Ritika is a potential employee applicant. She reportedly cannot meet the requirements for a
sales executive based on her credentials.

Even while it might be difficult to inform applicants that they have not been hired, it can be
especially challenging when the applicant is already a member of the team. The hiring process
used by the organization is greatly impacted by how an internal candidate is told of their
rejection. The way gifts and potential future workers see the employer is significantly impacted
by it. Consider a scenario in which a company employee applies for an open position. In that
scenario, it implies that the applicant has faith in the organization and is willing and eager to
advance their skills and responsibilities within the company rather than looking outside for
financial success. When rejecting or dismissing an internal employee, the HR supervisor or other
responsible party must make sure to take the following steps:
1) Provide the message in person: When you deliver the information in person, you may
add your body language, tone, and facial expressions to the message, which could have a
significant positive effect on the employee's perception of your choice.
2) Inform right away: The message of rejection must be accepted right away before
someone else conveys it. If this phase is skipped, the employee may no longer be taken
seriously by the employer, which is a great way to get other workers to start doubting the
company.
 3) Justify: After explaining why the employee wasn't selected for the position, the manager
can schedule a follow-up meeting to go over how they can develop a skill or interest
they lack.
4) Show empathy for the worker: As a manager, it is your responsibility to advise so that
the worker is kept, both professionally and psychologically. To accomplish this, you
must demonstrate empathy while imparting the knowledge and do so in a way that does
not lower your employee's self-esteem.

Conclusion:
Rejecting a promotion or getting rid of it is a difficult task, much like recruiting and choosing.
The HR manager must make sure that appropriate measures are implemented when rejecting any
internal candidate because doing so may lower the worker's self-esteem and harm their
performance at work. The candidate who is turned down must be given the assurance that they
will have a choice the next time. In this manner, the employee continues to accept as true within
the company.