UNIT 2

2 . 1 H U M A N R ES O U R C ES P L A N N I N G ( H R P )
HRP is the process of forecasting an organizations future demand for and supply of the
right people in the right members. It is only after HRP is done, that the company can initiate
and plan the recruitment and selection process.
Human Resource Planning (HRP) involves
1. Forecasting (Estimating) the Manpower requirements and recruitment.
2. Manpower Allocation
3. Manpower Motivation
4. Manpower Development
Definitions of HRP
HRP is a process of translates organizational objectives and plans into the member of
workers needed to meet those objectives.
Column has defined human resource planning as "the process of determining
manpower requirements and the means for meeting those requirements in order to carry an
integrated plan at the organization".
Stainer defines manpower planning as "strategy for the acquisition, utilization, improve it
and preservation of an .enterprise's human resources. It relates to establishing job
specifications or the quantitative requirements of jobs determining the number of personnel
required and developing resources of manpower".
Objectives of HRP
1)Assessing manpower needs for future.
2)Assessing skill requirements for future
3)Determining Training & Development needs of the organization.
4)Control Manpower cost
5)Ensuring optimum use of HR in the organization
6)Helping the organization to cope with the technological developments and
modernization
7)Ensuring higher labour productivity
8)Anticipating surplus and shortage of manpower. HRP Process
Steps In Human Resource Planning HRP Process
HRP is done by the HRD manager. He is supported by the HRD department. He takes
following Steps in the process of Human Resource Planning HRP
1. Review of Organisation's Objectives
The HRD Manager first studies the objectives of the organisation. Then he prepares a list
of all the activities (jobs) that are required to achieve the objectives.. He also does Job's
analysis.
2. Estimation of Manpower Requirements
The HRD manager then estimates the manpower requirement of the organisation. That is, he
finds out how many people (manager and employers) will be required to do all the jobs in the
organisation. Estimation of manpower requirements must be made in terms of quantity and
quality.
3. Estimation of Manpower Supply
The HRD manager then estimates the manpower supply. That is, he finds out how many
managers, and employers are available in the organisation.
4. Comparison of Manpower
The HRD manager then compares the manpower requirements and manpower supply.
5. In case of no difference

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 If. There is no difference between the manpower requirements and the manpower supply, and
then the HRD manager does not take any action. This is because manpower requirements
are equal to the manpower supply
6. In case of difference
If there is a difference between the manpower requirements and the manpower supply the
HRD manager takes the following actions.
(1) Manpower Surplus: If the manpower requirements are less then the manpower supply
then there is a surplus.
During manpower surplus; the HRD manager takes the following actions :-
a) Termination i.e removal of staff.
b) Lay-off.
c) Voluntary retirement. • .
(ii) Manpower Shortage: If the manpower requirements are greater than the manpower
supply then there is manpower shortage.
During manpower shortage, the HRD manager takes the following actions:-
a) Promotions
b) Overtime
c) Training to improve quality.
d) Hire staff from outside, etc.
7. Motivation of Manpower
HRP also motivates the employers and managers by providing, financial and nonfinancial
incentives.
8. Monitoring Manpower Requirements
The HRD manager must continuously monitor the manpower requirements. This is because
many employees and managers leave the organisation by resignation, retirement, etc. and new
work force must take their place fill the manpower gap. This helps in uninterruptible
functioning of the organisation.
Factors Effective on HRP
Several factors affect HRP. These factors can be classified into external factors and
internal factors.
External Factors
Government Policies: Policies of the government like labour policy, industrial relations
policy, policy towards reserving certain jobs for different communities and sons-of the- soil,
etc. affect the HRP
Level of 'Economic Development: Level of economic development determines the level
of 1-IRD in the country and thereby the supply of human resources in the future in the country.

Business Environment: External business environmental factors influence. the volume

and mix of production and thereby the future demand for human resources.
Level of Technology: Level of technology determines the kind of human resources required.
International Factors: International factors like the demand for resources and supply of
human resources in various countries.
Outsourcing: Availability of outsourcing facilities with required skills and knowledge of
people reduces the dependency on HRP and vice-versa.
11. Internal Factors
Company policies and strategies: Company's policies and strategies relating to
expansion, diversification, alliances, etc. determines the human resource demand in terms of
quality and quantity.

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Human resource policies: Human resources policies of the company regarding quality
of human resource, compensation level, quality of work-life, etc., influences human resource
plan.
Job analysis: Fundamentally, human resource plan is based on job analysis. Job description
and job specification determines the kind of employees required.
Time horizons: Companies with stable competitive environment can plan for the long run
whereas the firms with unstable competitive environment can plan for only short- term
range. (See Exhibit 4.3). -
Type and quality of information: Any planning process heeds qualitative and accurate
information. This is more so with human resource plan; strategic, organisational and
specific information.
Company's production operations policy: Company's policy regarding how much to
produce and haw much to buy from outside to prepare a final product influence the number
and kind of people required.
Trade unions: Influence of trade unions regarding number of working hours per week,
recruitment sources, etc., affect the HRP
Development of Managers can be better planned.
Need and Importance of HRP
1) Replacement of Persons: A large number of people are to be replaced in the
organization because of retirement, old age, resignations, death etc. Hence there is a
need 'to prepare persons for taking up new positions in such contingencies.
2) Labour Turnover: There is always labour turnover in every organization, which
cannot be eliminated. There will be a need to recruit new persons to take up the
positions of those who have left the organization. Advance action is required to recruit
and train persons so that work does not suffer for want of workers.
3) Expansion Plans: whenever there is a plan to expand or diversity than there
will be a requirement of more persons to take up new positions. HR planning is
essential under these circumstances.
4)Technological Changes: There may be need to give fresh training to personnel: Also
there will be need to insure fresh bloOd into the organization. HR planning will
facilitate to meet the near dern6nds.
5)Assessing Needs: HR planning is also required to determine whether this is shortage
or surplus of persons in the organization, considering the shortage/surplus HR planning
ensures the employment of proper work force.
6) Cope with Change: HRP enables an enterprise to cope with changes in
competitive forces, mancets, technology, products, and Government regulations. Such
changes generate changes in job content, skill demand, and no. of human resources
required.
7)Protection of Weaker Sections: A well conceived personnel planning would help to
protect the interests of SC/ST/OBC/PHC, who enjoy a certain percentage of
employments.
8)Foundation for Personnel Functions: HRP provides essential information for
designing and implementing personnel functions such as recruitment, selection, personnel
development, training and DevelOpment.
9 ) O t h e r B e n e f i t s Top management has a better view of the human resource
dimensions of business decisions.More time is available to locate talent 'because needs
are anticipated and identified.
Advantages / Importance of IFIRP

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1) Meeting manpower needs : Every Organisation needs adequate and properly qualified
staff for the conduct of regular business activities. Imaginative HRP is needed in order to
meet the growing and changing human resource needs of an organisation.
1)Replacement of manpower : The existing manpower in an Organisation is
affected due to various reasons such as retirement and removal of employees and
labour turnover. HRP is needed to estimate the shortfall in the manpower
requirement and also for making suitable arrangements for the recruitment and
appointment of new staff.
2)Meeting growing manpower needs: The expansion or modernization
programme may be undertaken by the enterprise. Manpower planning is needed in
order to forecast and meet additional manpower requirement due to expansion and
growth needs through recruitment and suitable training programmes.
3) 'Meeting challenges of technological environment: HRP is helpful in
effective use of technological progress. To meet the challenge of new technology
existing employees need to be retrained and new employees may be recruited.
4)Coping with change: HRP enables an enterprise to cope with changes in
competitive forces, markets, products, and technology and government regulations.
Such changes generate changes in job content, skill, number and type of personals.
5)Increasing investment in HR: An employee whapiclis up skills and abilities
becomes a valuable resource because an organisation makes investments in its
manpower either through direct training or job assignments.
6)Adjusting manpower requirements: A situation may develop in; an
organisation when there will be surplus staff in one department and shortage of staff
in some other department. Transfers and promotions are made for meeting such
situations.
7) Recruitment and selection of employees: HRP suggests the type of
manpower required in an organisation with necessary details. This facilitates
recruitment and selection of suitable personnel for jobs in the Organisation.
Introduction of appropriate selection tests and procedures is also possible as per the
manpower requirements.
8)Placement of manpower: HRP is needed as it facilitates placement of newly
selected persons in different departments as per the qualifications and also as per the
need of different departments. Surplus or shortage of manpower is avoided and this
ensures optimum utilisation of available man-power.
9) Training of manpower. : HRP is helpful in selection and training activities. It ensures
that adequate number of persons is trained to fill up the future vacancies in the
Organisation.
241.1 Demand Forecasting
Demand forecasting is the process of estimating the future quantity and quality of
people required. In making forecast for human resource requirements, all those factors which
have impact on the, relationship between volume of operation and number of employees must
be taken into consideration. Though this makes HRP exercise quite cumbersome, this
provides clear answer to the critical question 'how many personS will be required in future?'
While volume of operation of the organisation is available from its plan documents: HR
department has to make a forecast for the requirement of human resource based on those
documents.
Demand Forecasting Techniques
Various demand forecasting techniques are as follows:
1) Managerial Judgment: Managerial judgment technique is very simple. In this,
managers sit together, discuss and arrive at a figure which would be the future

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 demand for labour. The technique may involve a 'bottom-up' or a 'top- down'
approach. In -the bottom-up approach, line managers submit their departmental
proposals to top managers who arrive at the company forecasts. In the .top-down
approach, top managers prepare company and departmental forecasts. These
forecasts are reviewed with departmental heads and agreed upon: Neither of these
approaches is accurate - a combination of the two could yield positive results.
2) Ratio Analysis: Ratio analysis is the process of determining future HR demand by
computing an exact ratio between the specific business factor and the number of
employees needed. For example, the demand for professors at a university could be
forecasted on the basis of the student-faculty ratio. Suppose, a university has 10,000
students and 500 professors; the student-faculty ratio is 10,000:500 or 20:1. This
ratio means that for every 20 students, the university needs 1 professor. If the
university anticipates an increase in student enrolment for next year of 1,000
students, it would need to hire 50 (1,000/20) additional professors
3) Assuming that none of the 500 current professors leaves prior to next year. It provides
a more precise estimate than trend analysis. Although it is an effective tool for
prediction, the weakness of this method is that it ignores other important factors like the
increase in employee efficiency and the improvement in technology.
4) Trend Analysis: Trend analysis forecasts employment requirements on the basis of
some organisational index. The forecast is based on the past relationship between a
business factor related to employment and the employment level. The appropriate
business factor that relates significantly to employment levels differs across industries.
For example, for a university, the appropriate factor may be total student enrolment;
for a sales firm, it may be volume of sales; and for a manufacturing firm, it may be
total units produced. Trend analysis is a tool suitable only for a preliminary
assessment of HR requirements. This is because HR forecasting is often influenced
by multiples factors and past trend is just one of among them.
5) Scatter Plot: It is a graphical method used to identify the relationship between two
variables. HR planner can use scatter plots to determine whether two factors - a
measure of business activity and staffing levels are related. If they are, then if he can
forecast the measure of business activity, he should be able to estimate the personnel
requirements.
6)Computerised Forecast: Computerised forecasting is the determination of
future staff needs by projecting a firm's sales, volume of production, and personnel required
to maintain this required volume of output, using computers and software packages.
Employers also use computerised systems for estimating the effects of various
productivity and sales assumptions on personnel requirements.
7)Work-Study Techniques: Work-study technique is based on the volume operation
and work efficiency of personnel. Volume of operation is derived from the
organisational plan documents and increase/decrease in operation can be measured.
Work efficiency or productivity is measured by time and motion study which specifies
standard output per unit of time, say per hour. Thus, the number of operatives
required to complete specified volume of operation is:Planned output Standard
output per hour x Standard hours per person However, standard output per hour is
not always a constant factor but, generally, it increases over the period of time
because of learning which may be through trial and error, learning through
observing others, and through communication
8)Delphi Technique: Delphi technique is a qualitative _forecasting method. It
attempts to decrease the subjectivity of forecasts by involving a group of preselected
individuals and soliciting and summarising the judgments. Thus, a group decision-making

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 process is invoked which in turn, requires a great deal of process orientation to enhance
coordination and cooperation for satisfactory forecasts. This method works best in
situation where dynamic technological changes affect staffing levels. In using this
technique, the experts do not meet face to face. This is more economical if they are
assigned to different locations; it also can improve the quality of decision-making by
minimising disruptive personality conflicts and preventing the loudest group member
from dominating the decision process.
9)Econometric Models: In econometric models, past statistical data are analysed
in the hope that it will prove to be possible to describe precisely the relationships
between a number of variables in mathematical and statistical terms. To portray the
relationships between different types of manpower requirements and measures of
investment, profitability, sales, complexity and quality of the product, any other factors
which may be thought important in a particular company, in terms of a single equation
or more likely building a series of equations, which together described the various
relationships can be worked out with the help of econometric models.
2.1.2 Supply Forecasting
A manpower inventory is a data system which describes the workforce of the
organisation. HR demand analysis provides the manager with the means of estimating the
number and kind of employees that will be required. The next logical step for the management is
to determine whether it will be able to procure the required number of personnel and the sources
for such procurement. This information is provided by supply forecasting, which is also a vital
component of HRP. Supply forecasting measures the number of people likely to be available
from within and outside an organisation, after making allowance for absenteeism, internal
movements and promotions, wastage and changes in hours, and other conditions of work.
Sources of Supply
Following are the two sources of supply:
1) Internal Supply
Internal supply refers to the availability of employees within the organisation. The existing
employees are the main source of recruitment for an organisation. In fact, the exact
determination of the availability of employees is a critical task for the HR managers.
However, several techniques exist to measure the HR availability, which are as follows:
i) Staffing Tables/Manning Charts: These are pictorial representations of all
organisational jobs, along with the numbers of employees currently occupying those jobs
and future employment requirements. It tries to classify employees on the basis of age,
sex, position, category, experience, qualifications, skills, etc. A study of the table
indicates whether current employees are properly utilized or not.
ii) Markov Analysis: It shows the percentage (and actual number) of employees who
remain in each job from one year to the next, as also the proportion of those who are
promoted or transferred or who exit the organisation. This movement of employees
(internal mobility) among different job classifications can be forecasted based upon past
mo ,. .ient patterns. Past patterns of employee movements (transitions) are used to project
future patterns.
iii) Skill Inventories: One of the oldest supply forecasting methods is the skills inventory,
which is a file of information containing each employee's skills, abilities, knowledge, and
experience. Although not a technically sophisticated approach, this method can be useful
in revealing situations where there is an inadequate supply of skilled candidates
inside the organisation to fill the forecasted future demand. This ability allows
management to make plans to fill the openings through outside recruiting.
iv) Replacement and Succession Planning: Another useful approach that requires little
technical knowledge is replacement planning and succession planning. Replacement

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 planning is a short-term technique which uses replacement charts to show the names of
the current incumbents of positions in the organisation together with the names of
likely replacements. Replacement charts are efficient forecasting tools to find-out the
employees readily available for promotion to predetermined positions. They also contain
information about the potentiality of the existing employees for future promotion.
Succession planning is a longer-term, more flexible method which focuses on the
development of managers or leaders. This process includes reviewing the organisation's
strategic plan, studying the current workforce, forecasting future trends, and developing
employees in a structured plan to replace leaders as they retire or depart from the
organisation. At its simplest, it is the determination of who will fill a' job when it falls
vacant. This technique is widely practiced, especially in large organisations like Eskom
and Absa
v) Cohort Analysis: A cohort is a group of employees who were taken on in the same time
period or in other words, it means homogenous groups and takes into account the length of
the service. Cohort analysis involves plotting a 'survival curve' to show how many remain and
what proportion have left over the intervening period.
2) E xtern al Su p p ly
In addition to internal supply, the organisation needs to look-out for prospective employees from
external sources. The external labour force refers to potential sources of human resources
outside of an organisation that can affect the future supply of employees. Sources of external
supply vary from industry to industry, organisation to organisation, and also from one
geographical location to another. Some organisations have found that their best source of
further employees are colleges and universities, while others achieve excellent results from
consultants, competitors, or unsolicited applications.
It is only.when the cost of procuring the labour from internal sources is more and also the
present staff cannot be spared for the future assignment, the company can refer to the
external labout market. Analysing the external labour foice will enable an organisation to
identify:
a) The composition, characteristics and supply of current labour for the organisation
frpm external sources. The type of jobs and skills available externall.
2.2 RECRUITMENT
Introduction to Recruitment
Recruitment is the process of searching for and obtaining applications so as to build a
pool of job seekers from whom the right people for the right jobs may be selected.
According' to Edwin B. Flippo "Recruitment is the process of searching
prospective employees and stimulating them to apply for jobs in the organasation".
Recruitment involves attracting and obtaining as many applications as possible from
eligible job seekers. In simple terms, recruitment is understood as the process of searching for
and obtaining applications for jobs, from among whom the right people can be selected.
Theoretically recruitment process is said to end with thf receipt of applications. HRP helps
determine the number and type of people a firm needs. Job analysis and job design specify the
tasks and duties of jobs and the qualification expected from prospective job holders. The next
logical step is to hire the right number of people of the right type to fill the jobs.

--+ Determine Recruitment and 4.-- Job analysis

Human Resource selection needs
Planning

Purpose and Importance of Recruitment

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 The purpose of recruitment is to provide a pool of potentially qualified job
candidates.
i. Determine the present and future requirements of the ‘firm in conjunction with HR
planning and job analysis.
ii. Increase the pool of candidates at minimum cost.
iii. To reduce the probability that job applicants once recruited and selected leave the
organization at a very short time.
iv. To meet the organization's legal and social obligations regarding the composition of
its work force.
v. Evaluate the effectiveness of various recruitment techniques and sources.
2.2.1 Sources of Recruitment
The various sources of recruitment are classified in to 2 broad categories, namely Internal
sources
External sources
Internal Sources
a. Present Employees: Promotions and transfers form among the present employees can be
a good source of recruitment. Promotion implies upgrading of an employee to a higher position
carrying higher status, pay responsibilities. Promotion from among the present employees is
advantageous because the employee promoted is well acquainted with the organizational
culture they get motivated, and it is cheaper also.
However, the disadvantages is limiting the choice to a fewer people. This
may also create dissatisfaction among the employees who are not promoted.
Transfers are shifting an employee from one job to another job without any change in the
present post, status, and responsibilities. This also facilitates job rotation and prepares the
employee to under his base and gets ready for higher responsibilities.
b. Former Employees: Retired, Resigned or retrenched employees may be interested to come
back to the company for work. The advantages in this method are recruiting a person whose
performance is already known.
c. Previous Applications: This is considered as internal source in the sense that applications
form the potential candidates are already lying with the organizations. These candidates are
contacted this telephone or e-mail. This method is useful for recruitment of
unskilled/semiskilled labor.
Advantages of Internal source
Familiarity with own employees Better use of the talent
Economic Recruitment
Improves Morale
A motivator
From the above it can be understood that
i. The organization will have more understanding with strength and weakness of its own
employees than a strange outsides
ii. It provides an opportunity for better utilization of internal talent.
iii. The time, energy, cost in recruitment is negligible and hence more economical.
iv. It gives a confidence to the employees that they would be preferred if vacancy arises.
v. This serves as a motivator to the employees to the employees to improve their
career. This also helps in encouraging and retaining the competent employees of the
organization.
Disadvantages of Internal Sources
a. Limited Choice: Due to this we cannot tap the talent - available in the labor
market.

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 b. (o) Discourages Competition: Internal candidates are protected from
competition. It develops a tendency to take promotion without showing any
achievement.
c. Stagnation of Skills: with the feeling that internal candidates will surely be
promoted, their skill gets stagnant in the long run.
d. Creates Conflicts: Conflicts and controversies surface among the internal candidates.
e. Biasedness: The likes and dislikes and the personal biases of the management
also play an important role in the selection.
f. Inbreeding: Leads to inbreeding and discourages fresh blood to enter into the
organization. Hence no fresh innovation is possible.
B. External Sources
External sources of recruitment lie outside the organization. The main ones are:
1) Advertisement: It is the best method of recruiting persons for higher and experienced
jobs. The advertisements are generally in local/national news papers, radio, television,
professional journals. The requirements are given in the advertisement the prospective
candidates evaluates themselves against the requirement before submitting the
applications.
2) Employment Exchanges: This is also a good source of recruitment. Unemployed
persons get themselves registered with these exchanges which are run by Government.
Whenever there are vacancies they have to be notified with these exchanges. The
exchange supplies a list of suitable candidates. Exchanges are generally are suitable
source of recruitment for filling unskilled, semi skilled posts. The employees and
candidates are brought into contact by the employment exchanges.
3) Employment Agencies: In addition to Government Agencies there are a number of
private employment agencies who register candidates for employment and finish a
list of suitable candidates from their data bank as and where sought by employers.
E.g. ABC consultants, SB Bill moriel, etc are some of the examples. These agencies
select personnel for supervisory and high levels. They invite applications and short list
he candidates for the organizations. This method is cheaper than the organization
recruiting by itself. There, is also considerable time saving.. Attempts to influence
selection • can be avoided as the organizational identity remains unknown to the job
seekers
4) Campus Recruitment: This is another source of recruitment. The employers
visit the educational institutions of engineering and Management for recruitment
purpbses. HAL, L&T Reliance, ICICI, Tata etc go to IIT'S IIMS; and premier
institutes to pick up fresh candidates. For this purpose the institutions maintain
placement cells. The advantage with this is that the candidates are available at one place
and their respective professors will always help in providing the required
information about the candidate. However this is an expensive process and quite
likely the organization when they get better opportunity.
5) Data Banks: The recruiting firms can prepare a data bank about various persons in
different fields. The information is normally collected form educational institutions,
professional organizations, etc. the details are readily available as and when the firm
goes for recruitment.
6) Labor Contractors: It is quite common to engage contractors for the supply of
labor. When workers are required for short periods, contractors are best source of
getting them. The persons hired are generally unskilled labor.
7) Deputation: Employees of an organization are sent to another organization for a
short duratibn of 2 to 3 years: in the Government Departments and public sector
organizations. Deputation provides ready expertise for fulfilling a particular task. In

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 this the initial cost of recruitment, induction and training are eliminated, generally 2
to 3 years is not enough to prove their mettle, and also they may not be loyal to the
organization where they have gone on deputation.
8) Competitors: This is also a source of recruitment. Popularly called as poaching or
raiding this method involves identifying the right people to rival companies, offering
them better terms and living them away. However there are legal and ethical issues
involved. This practice- is posing a big challenge to HR Managers.
9) Walk in Interviews: This has become very popular method in the recent times. The
applicants just walk in with their resumes for interviews. Here it becomes difficult to
know how many candidates would turn up. However from the candidates point of
view walk in -interview are preferable as they are from the hassles associated with
other methods of recruitment
Advantages of External Recruitment
 Suitable candidates with skills, talent & knowledge are available. Fresh blood can be
inducted in the organization.
 Being an open process it attracts more no of candidates.
 The management will be able to fulfill reservation requirements in favour of the
disadvantaged sections of the society.
 Scope for resentment, heartburns and jealousy can be avoided by recruiting from outside.
 Possibly of fresh ideas, innovations increase. Existing employees broaden their personality.
Disadvantages
 More expensive and time consuming.
 Orientation and training cost increases.
 Of higher level jobs are filled from external sources, motivation and loyalties of existing
staff are affected.
 Of the recruitment and selection process is not carried out, the chances of right
candidates may be rejected or wrong candidates may be recruited.
2.2.2 Modern Sources and Techniques of Recruitment
A number of modern recruitment sources and techniques are being used by the
corporate sector in addition to traditional sources and techniques. These sources and
techniques include walk in and consult in, head-hunting, body-shopping, business
alliances, and tele-recruitment;
i. Walk-in: The busy organizations and the rapid changing companies do not
find time perform various functions of recruitment. Therefore, they advise the
potential candidates to attend for an interview directly and without a prior
application on a specified date, time and at a specified place. The suitable
candidates from among the interviews will be selected for appointment after
screening the candidates through tests and interviews.
ii.Consult-in: The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select
the suitable Candidates from among such candidates through the selection process.
iii.Head-hunting: The companies request the professional organizations to search for the
best candidates particularly for the senior executive positions. The professional
organisations search for the most suitable candidates and advise the company
regarding the filling up of the positions. Head-hunters are also called search
consultants.
iv.Body shopping: Professional organisations and the hi-tech training institutes develop a
pool of human resources for the possible employment. The prospective employer's
contact these organisations to recruit the candidates. Otherwise, the organisations
themselves approach the prospective employees to place their human resources.

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 These professional and training institutions are called body shoppers and these
activities are known as body shopping. The body shopping is used mostly for
computer professionals
v.Business alliances: Business alliances like acquisitions, mergers, and takeovers help
in getting human resources. In addition, the companies do also have alliances in sharing
their human resources on ad-hoc basis.
vi. It does mean that, the company with surplus human resources offers the services of
their employees to other needy organisations.
vii.E-recruitment: The technological revolution in telecommunication helped the
organisations to use internet as a source of recruitment. Organisations advertise the
job vacancies through the World Wide Web (www) internet. The job seekers send their
applications through e-mail or internet. Alternatively, job seekers place their CVs in the
world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.
2.2.3 Factors affecting recruitment 1) External factors .
a) Supply and demand- If the demand for a particular skill is high relative to the
supply, an extraordinary recruiting efforts may be needed. The situation of demand
and supply of specific skills affects recruitment.
b) Unemployment rate- If unemployment rate is high, recruitment proCess becomes
simpler because large number of people can be attracted with minimum effort.
c) Labor market- Availability of manpower in a local area, specially for non-
managerial, supervisory and middle- management positions and in the country
level for executive and professional positions has effect on recruitment.
d) Political-legal- Reservations of jobs for scheduled castes, scheduled tribes, minorities
and other ethnic and backward classes, child labor act have effect on recruitment.
e) Sons of soil- Preferences to local or people • of their respective state in matters of
employment.
f) Image- It is the perception of the job-seekers about the company that matters in
attracting qualified prospective employees.
2. Internal factors:
a) Recruitment policy- Recruiting internally or externally, recruitment of local
citizens, policy of temporary and part time workers.
b) Human resource planning- A company cannot attract prospective
employees in sufficient numbers and with required skills overnight. It takes time.
Effective HRP greatly facilitates the recruiting efforts.
c) Size of the firm- Bigger the size less problematic.
d) Cost- Cost incurred in recruitment process, must operate within budgets,
multiple job openings simultaneously may minimize cost.
e) Growth & expansion- An organization 'going on growth and expansion will
have more recruiting on hand than the one which finds its fortune declining.
2.3 SELECTION Introduction of the Selection
Employee selection is important as it is the process of recruiting and hiring employees
who have the necessary qualifications to perform the jobs in an organization. Selecting the
right employee is hampered in many situations by the available applicant pool (applicants
available with the necessary skills) or a geographical location (the company is located in
a remote area). Therefore, some companies take these ,things into consideration when
recruiting efforts are initiated and selecting the best in class applicant may be the
company's biggest challenge.
Why careful selection is important?

11
 Once you have a pool of applicants, the next step is to select the best candidates for the
job. This usually means whittling down the applicant pool by using the screening tools
explained later tests, assessments centers, and background and reference checks. Then the
prospective supervisor can interview likely candidates and decide who to hire.
Factors Affecting Selection
Various internal and external environment factors affecting selection are as follows:
1)Internal Environmental Factors: Internal environmental factors which
influence selection process include:
i. Size of the Organisation: The size of the organisation affects the selection process, where
the smaller the organisation, the more informal the selection decision.
ii. Type of the Organisation: Organisations with greater complexity requires more
sophisticated selection techniques.
iii. Nature of Social Pressure: The nature of social pressure emerging from, e.g.,
legislation and trade unions also affects the selection process.
iv. Applicant Pool: The number of applicants for a particular job can also affect the
selection process. The process can be truly selective only if there are several qualified
applicants for a particular position. The number of people hired for a particular job
compared to the individuals in the applicant pool is often expressed as a selection ratio.
v. Speed of Decision-Making: The time available to make the selection decision can
have a major effect on the selection process. Closely following selection policies and
procedures can provide greater protection against legal problems; however, there are
times when the pressure of business will dictate that exceptions be made.
2.External Environmental Factors: External environmental factors which
influence selection process include:
i. Nature of the Labour Market: The nature of the labour market affects the selection
process, for example, where there are few individuals with the skills required, the
selection process would be unsophisticated and short.
ii. Trade Unions: Trade unions where employees who belong to a trade union, can make
certain demands in accordance with the trade union contract.
iii. Government Regulations: Government regulations where, e.g., legislation may affect
the manner in which the selection process is executed.
Steps in Selection Process
1.Application Form : Is the traditional and widely accepted technique for securing
information from the prospective candidate.
The following items are generally found in the application form
a. Personal background information: Includes name, address, sex, date of
birth, height, weight, etc.
b) Educational attainments: Schools, colleges institutions attended, period of
study, major subject, percentages of marks etc.
c)Work experience: Previous jobs, nature of work, duties and responsibilities, period of
experience.
d)Salary: Salary drawn in the present job and expected salary.
e)Personal Details: Personal likes and dislikes, hobbies etc.
f)References: Name and addreSses of persons who can be contacted for reference
purpose.
The application form helps the management in learning about the applicants back
ground and life history.
2. Written 'Examin ation
To measure the candidates ability in arithmetical calculations, aptitude, reasoning,
knowledge in various disciplines, general knowledge and English knowledge.

12
3. Interview
To explore the facts and get at the attitudes of the applicant's and his family to the
job.
4. Tests
Test is an instrument designed to measure the nature an degree of one's
psychological potentialities, based on psychological factors, essential to perform a given' job
efficiently.
The purpose of these tests I to help in judging the ability of candidate in a given job
situation.
5. Medical examination
Certain jobs require certain physical qualities like clear vision, Perfect hearing,
unusual stamina, tolerance of hard working conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities.
6. Reference check
Reference check will fetch useful reliable information about previous employer. candidate's
regularity, character, behavior provided by the references given in the application form.
7. Final selection
The manager's decision to select a candidate after soliciting the required
information through different technique discussed above.
2.4 TESTS
Meaning and Definition
Tests are the important device used in the selection of the candidates. A test is designed
to measure such skills and abilities in a worker as are found by job analysis to be essential,for
successful job performance. A test is an instrument designed to measure selected psychological
factors.
"Psychological tests are an objective and standardized measure of a sample of
behaviour."
— Monappa and Saiyadain
The basic assumption underlying the use of tests in personnel selection is that
individuals are different in their job related abilities and skills and that these skills can be
adequately and accurately measured for comparison. Since may many human abilities are
complex and inherited, they have to be understood in association with each other.
Features of Selection Tests
1) Objective : Objective refers to the validity and reliability of measuring instrument.
2) Validity : Validity of a test refers to the content of measurement i.e., it is measuring
the relevant qualities of the candidates.
3) Reliability : It refers to the consistency with which the test yields the same
results throughout a series of measurement.
4) Standardization : It refers to the uniformity of procedure in administering and
scoring the test, as well as of testing conditions which include the time limit,
instructions, tester's state of mind and health and other facilities while
administering the test.
1) Aptitude Test: These tests measure whether an individual has the capacity or
talent ability to learn a given job, if given adequate training. Aptitudes can be divided
into general and mental ability or intelligence and specific aptitudes, such as
mechanical, clerical, manipulative capacity etc.
i. Intelligence Test : These tests, in general, measure intelligence quotient of a
candidate. In detail, these tests measure capacity for comprehension, reasoning,
word fluency, verbal comprehension, numbers, memory and space. Other factors

13
 such as digit spans-forward and backward, information known. comprehension,
vocabulary, picture-arrangement and object assembly.
ii. Though these tests are accepted as useful ones, they are criticized against deprived
sections of the community. Further, it is also criticized that these tests may prove
to be too dull as a selection device.
iii. Intelligence tests include : Sample learning, ability, the adaptability tests etc.
iv. Mechanical Aptitude Test : These tests measure the capacities of spatial
visualization, perceptual speed and knowledge of mechanical matter. These tests are
useful for selecting apprentices, skilled, mechanical employees, technicians etc.
v.Psychomotor Test : These tests measure abilities like manual dexterity motor ability
and eye-hand coordination of candidates. These tests are useful to select semi-skilled
workers and workers for repetitive operations like packaging, watch assembly.
vi.Clerical Aptitude Test :.These tests measure specific capacities involved in office
work. Items of this test include spelling, computation, comprehension,
copying, word measuring etc.
2) Achievement Test : These tests are conducted when applicants claim to know
something, as these tests are concerned with what one has accomplished. These tests are more
useful to measure the value of specific achievement, when an organization wishes to employ
experienced candidates. These tests are classified into:
i.Job Knowledge Test: Under this test, a candidate is tested in the knowledge of a
particular job. Por example, if a junior lecturer applies for the job of a senior lecturer in
commerce, he may be tested in job knowledge, where he is asked questions about
Accountancy Principles, Banking Law, and Business Management etc.
ii.Work Sample Test : Under this test, a portion of the actual work is given to the
candidate, as a test and the candidate are asked to do it. If a candidate applies for a post of
lecturer in Management, he may be asked to deliver on Management information System
as a work sample test. Thus the candidate's achievement in his tested regarding his
knowledge about the job and actual work experience.
3)Situational Test : This test evaluates a candidate in a similar real life situation.
In this test, the candidate is asked either to cope with the situation or solve critical situations of the
job.
i. Group Discussion : This test is administered through group discussion approaCh to
solve a problem under which candidates are observed in the areas of initiating, leading,
proposing valuable ideas, conciliating skills, oral communicating skills, coordinating and
concluding skills.
ii. ii) In Basket: Situational test is administered through in basket. The
candidate, in this test, is supplied with actual letters, telephone and telegraphic message,
reports and requirements by various officers of the organization, adequate information
about the job and organization. The candidate is asked to take decisions on various
items based on the in basket information regarding requirements in the memoranda.
4)Interest Test :These tests are inventories of the likes and dislikes of candidates in
relation to work, job, occupations hobbies and recreational activities. The purposes of this test
is to find out whether a candidate is interested or disinterested in the job for which he is a
candidate and to find out in which area of the job range/occupation the candidate is interested.
The assumption of this test is that there is a high correlation between the interest of a
candidate in a job and job success. Interest inventories are less faked and they may not
fluctuate after the age of 30.
5) Proficiency Tests : A proficiency tests is designed to measure the level of knowledge,
proficiency or skills already acquired by an individual in a particular job or occupation. It is
also known as performance test or trade test or achievement test or ability test. 'In Basket' is a

14
 kind of achievement test which is used in the sdlection of executives. A trade test should be
differentiated fm the aptitude test which measures the potential to learn the skills required to do
a job efficiently. A trade test takes a sample of individual's behaviour which is treated as
replica of the actual work behavior.
6) Personality Test : These tests probe deeply to discover clues to an individual's value system,
his emotional reactions and maturity and characteristics' mood. They are expressed in *such
traits like self-confidence, tact, emotional control, optimism, decisiveness, sociability, conformity,
objectivity, patience, fear, distrust, initiative, judgement, dominance or submission,
impulsiveness, sympathy, integrity, stability and self confidence:
i.Objective Test: Most personality tests are. objective tests as they are suitable for
group testing and can be scored objectively:
ii.Projective Test: Candidates are asked to project their own interpretation of certain
standard stimulus situations, basing on ambiguous pictures, figures etc., under these
tests. Personality tests have disadvantages in the sense that they can be faked by
sophisticated candidates and most candidates give socially acceptable answers.
2.5 INTERVIEWS
An interview is probably the most widely used selection tool. It is a face to face
interaction between two persons for a particular purpose interview is an attempt to secure
maximum amount of information from the candidate concerning his suitability for the job
under consideration.
Features of Interviews
a) Helps obtaining additional information form the applicant
b) Facilitates to give general information to the applicant such as company policies, job
product, process etc.
c) Helps to build company's image among the applicants.
Objectives of Interview
1) Judgment of Applicant: Interview gives an opportunity to the interviewer to know
about the applicant. The appearance ability to communicate, attitude, nature etc of
the applicant are also judged at the time of interviews
2) Give Information to the Applicant: Interview is not under taken to know the
applicant only, but it is also opportunity to inform him about the company and the job.
3) Promote Good Will: An interview also helps in promoting good will for the company.
The candidates should be treated with courtesy, if not likely to be selected then reasons
for the same is given.
4) To Establish a Rapport: Interview establishes a rapport or a feeling of 'mutual
understanding and confidence between the HR department and the applicant who is to be
selected.
5) According to the Richard Calhoon: Interview makes 3 unique contributions to
the selection process:
i. It is the only wall to se all applicants in action how he looks, his manners, his bearing.
ii. It is only way to judge how the candidate interacts and responds.
iii. It is one of the best ways to predict the candidate's job performance
2.5.1 Interview Techniques
Various techniques of employment interviews are adopted to solicit different kinds of
information and to measure the candidate's skills, knowledge, etc., at different planes. Employment
interview techniques can be divided into following categories.
(i) Preliminary Interview .
Informal interview'
Unstructured interview
(ii) Core Interview

15
 Background information interview
Job and probing interview
Stress interview
The group discussion interview
Formal and structured interview
Panel interview and
Depth interview
(iii) Decision making Interview
1. Preliminary Interview
(a) Informal interview: This is the interview which can be conducted at any place by any
person to secure the basic and non-job related information. The interaction between the
candidate and the personnel manager when the former meets the latter to enquire about the
vacancies or additional particulars in connection with the employment advertisement is an
example of informal interview.
(f) Unstructured interview: In this interview the candidate is given the freedom to tell about
himself by revealing his knowledge on various items/ areas, his background, expectations,
interest, etc. Similarly, the interviewer also provides information on various items required
by the candidate.
Core Interview
It is normally the interaction between the candidate and the line executive or experts
on various areas of job knowledge, skill, talent, etc. This interview may take various forms
like:
(a) Background information interview: This interview is intended to collect the information
which is not available in the application blank and to check that information provided in the
application blank regarding education, place of domicile, family,• health, interests, hobbies, likes,
dislikes, extracurricular activities of the applicant.
(b) Job and probing interview: This interview aims at testing the candidate's job knowledge f
about duties, activities, methods of doing the job, critical/ problematic areas, methods of
handling I those areas, etc.
(c) Stress interview: This interview aims at testing the candidate's job behavior and level I
of withstanding during the period of stress and strain. Interviewer tests the candidate by putting I
him under stress and strain by interrupting the applicant from answering, criticizing his
opinions, asking questions pertaining to unrelated areas, keeping silent for unduly long period
after he has finished speaking, etc. Stress during the middle portion of the interview gives
effective results.
(d) Group discussion interview: There are two methods of conducting group discussion
interviews, viz-, group interview method and discussion interview method. All the candidates are
brought into one room, i.e., interview room and are interviewed one by one under group
interview. This method helps a busy executive to save valuable time and gives a fair account of
the objectivity of the interview to the candidates.
(e) Formal and structured interview: In this type of interview, all the formalities,
procedures like fixing the value, time, panel of interviewers, opening and closing, intimating
the candidates officially, etc., are strictly followed. in arranging and conducting the
interview. The course of the interview is preplanned and structured, in advance,
depending on job requirements. The questions items for discussion are structured and
experts, are allotted different areas and questions to be asked. There will be very little room
for the interviewers to deviate from the questions prepared in advance in a sequence.
(f) Panel interview: Interviewing of candidates by one person may not he effective. Hence
most organisations invite a panel of experts, specialized in different areas/fields/ disciplines, to
interview candidates. A panel of experts interviews each candidate•, judges his performance

16
 individually and prepares a consolidated judgment based on each expert's judgment and
weight age of each factor. This type of interview is known as panel interview.
(g) Depth interview: In this type of interview, the candidates would be examined
extensively in core areas of knowledge .and skills of the job. Experts in that particular field
examine the candidates by posing relevant questions as to extract critical answers from them,
initiating discussions regarding critical areas of the job, and by asking the candidates to explain
even minute operations of the job performance. Thus the candidate is examined
thoroughly in critical/ core areas in their interview. Exhibit 6.3 presents questions frequently
asked in interviews.
3. Decision-Making Interview
After the candidates are examined by the experts including the line managers of the
organisation in the core areas of the job, the head of the department/section concerned
interviews the candidates once again, mostly through informal discussion. The interviewer
examines the interest of the candidate in the job, organisation, reaction/ adaptability to the
working conditions, career planning, promotional opportunities, work adjustment and
allotment, etc. The HR Manager also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities, etc. The
head of the department and the personnel manager exchange the views' and then they jointly
inform their decision to the chairman of the interview board, which finally makes the. decision
aboul the candidates' performance and their ranks in the interview.
2.5.2 Steps Involved in Interview Process
The various steps involved in the process of interview are as follows
Step 1: Preparation of Interview
 Advance preparation by the 'interviewer is basic to the success of interview. Establishing
the objectives of interviews.
 Review applicants resume and note areas which are vague, which questions to be
asked on strengths and weakness.
 Keep ready interview assessment forms. Select method of interview
 Choose panel of experts as interviewers
Step 2 : Physical Setting
Comfortable place of interview, away from noise and interruptions, property ventilated and
lighted, good seating arrangement,2 door for the room for entry and exit, good reception to the
candidates by HR department providing drinking water, tea, newspaper in the waiting room,
following punctuality in starting the interview.
Step 3 : . Conducting the Interview
 This step is most important
 Establish rapport with the candidate
 Try to get complete and accurate information by using clear language, listen to
candidate patiently, and avoid highly personal questions.
 Write down in brief the observation on the assessment form
ii) Helps Candidates to Accept or Reject the Job: The job-seeking candidate is
provided with information about the job and employer. He is well-informed about the
compensation (salary), perks and allowances, working condition, job security, chances of
promotions and transfers, other employment benefits. if any, etc. All the doubts of the
candidate are cleared by the interviewer. This helps the candidate to make a wiser career
decision, whether to accept or reject the job, if offered.
iii) Helps Job Seekers to Increase Contacts: When a job-seeking candidate attends
an interview, he develops contacts with the interviewer and the other candidates. So, if a
candidate is not selected. First job searching attempt. then these contacts sometimes help
him to succeed at next job hunting attempts.

17
2.5.4 Disadvantages of Interviews
Disadvantages of interviews are as follows:
1)Expensive: Its greatest drawback is that it is costly, both in money and time.
2)Subject to Bias and Personal Traits: The interview results are often adversely affected
by interviewer's mode of asking questions and interactions, and incorrect recording and
also are the respondent's faulty perception, faulty memory, inability to articulate, etc.
3)Ineffective in Some Areas: Certain types of personal and financial information may be
refused in face-to- face interviews. Such information might be supplied more willingly
on mail questionnaires, especially if they are to be unsigned.
4)Recording Complexities: Interview poses the problem of recording
information obtained from the respondents. No foolproof system is available. Note
taking is invariably distracting to both the respondent and the interviewer and affects
the thread of the conversation.
5)Demands Skilled Interviewers: Interview calls for highly skilled interviewers. The
availability of such persons is limited and the training of interviewers is often a long
and costly process.
6)Subjective: Interviewer's bias, i.e., it can stress on one object and neglect others.
7) Difficulty in Analysis: There are problems in interpretation and analysis
because of distorted and subjective information
2.6 TRAINING
Training refers to the imparting of specific skill, abilities and knowledge to
employee ( development of those employees who do not supervise activities of others,
operative level)
System and practices get outdated due to new discoveries in technology, including
technical, managerial and behavioral aspects. In this context training enhances the
knowledge, skills and attitudes of employees to increase efficiency and effectiveness on the
prsent job as well as expected future job.
The objective of training is to achieve a change in the behavior of those trained. It is
expected that employees apply their newly acquired knowledge & skill on the job in such a
way as to aid in the achievement - of organizational goal.
2:6.1 Types. of training
1)Induction training,
2) Induction training aims at introducing the organisation to a newly appointed
employee. It is a short and informative training given immediately after joining the
organisation. The purpose is to give "bird's eye-view" of the organisation to an
employee.
3)Job training,
4) Job training relates to specific job and the purpose is to give suitable information and
guidance to a worker so as to enable him to perform the job systematically, correctly,
efficiently and finally with confidence.
5)Training for promotion
6) Training for promotion is given after the promotion but before joining the post at the
higher level. The purpose is to enable an employee to adjust with the work
assignment at the higher level:
7)Refresher training
8) The purpose of refresher training is to update the professional skills, information and
experience' of persons occupying important executive positions.
9)Training for managerial' development

18

Rabid Publications
 10) "Training for managerial development is given to managers so as to raise their
efficiency and thereby to enable them to accept higher positions. A company has
to make provision for providing all types of training.
2.6.2 Objectives of Training
Improving quality of work force
Training and development help companies to improve the quality of work done by
their employees. Training programs concentrate on specific areas. There by improving the
quality of work in that area.
1)Enhance employee growth
Every employee who takes development program becomes better at his job.
Training provides perfection and required practice, therefore employee's area able
to develop them professionally.
2)Prevents obsolescence
Through training and development the employee is up to date with new technology
and the fear of being thrown out of the job is reduced.
3)Assisting new corner
Training and development programs greatly help new employees to get accustomed
to new methods of working, new technology, the work culture of the company etc.
4)Bridging the gap between planning and implementation
Plans made by companies expect people to achieve certain targets within certain
time limit With certain quality for this employee performance has to be accurate
and perfect. Training helps in achieving accuracy and perfection.
5)Health and safety measures
Training and development program clearly identifies and teaches employees about
the different risk involved in their job, the different problems that can arise and how
to prevent such problems. This helps to improve the health and safety measures in
the company.
2.6.3 Determining Training Needs
Training need is a gap between the existing capabilities of an employee and the
requirement of the job.
Job requirement — employee capability = training needs
2.6.4 Training procedure / Process of training
Training is defined by Wayne Cascio as "training consists of planed programs
undertaken to improve employee knowledge, skills, attitude, and social behavior so
that the performance of the organization improves considerably."
Every company has a specific training procedure, depending upon its
requirements. A general training procedure is explained below along with diagram
Process / Procedure of training
1. Determining training needs of employee
In the very 1st step of training procedure, the HR depat__tment, identifies the number
of people required training, specific area in which they need training, the age group of
employee, the level in organization etc. in some cases the employee may be totally new to
the organization. Here the general introduction training is required. Some employees may
have problems in specific areas: here the training must be specific. This entire
information is collected by HR department.
2. Selecting target group
Based 'on information collected in step 1 the HR department divides employee into
groups based on the following.
Age group
i.The area of training

19
 i i . Level in the organization
i i i . The intensity of training etc.
3. Preparing trainers
Once the employees have been divided into groups, the HR department arranges for
trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers
are given details by. HR department, like number of people in group, their age, their level
in organization, the result desired at the end of training, the area of training, the number of
days of training, the fraining budget, facilities available etc.
4. Prep arin g train in g pack ages
Based on the information provided by trainers, he prepares entire training schedule i.e.
number of days, number of sessions each day, topics to be handled each.day, depth of
which the subject should be covered, the methodology for each session, the test to be given
foe each session, handout/printed material to be given in each session.
5. Presentation
On the first day of training program the trainer, introduces himself and specifies the
need and objective of the program and then actually stars the program. The
performance of each employee is tracked by the trained and necessary feedback is
provided.
6. Performance'
At the end of training program the participants reports back to their office or
branches. They prepare report on the entire training program and what they have
learned. They the start using whatever they have learned during their training. Their
progress and performance is.constantly tracked and suitable incentives are given if the
participant is able to use whatever he has learned in training.
7. Follow up
Based on the emOployee performance, after training, the HR department is able to
identify what is exactly wrong with training-program and suitable correction is made.
2.6.5 Methods of the Training, These methods are discussed below. A) On-the-Job
Training
On-the-job training takes place in a real job environment where the trainee is
exposed to an actual work situation. The major advantage of this method is that the
trainee will get hands-on experience. This form of direct learning helps the employee
understand and imbibe the training lessons better. This will also help in better application of
the knowledge and skills- gained during training.
On-the-job training methods can also be used if the organization does not have the
resources to simulate the work environment. The disadvantage of On-the-job training is that,
as the trainee is still going through the learning process, any mistake he commits on the job
might result in a loss to the organization.
1. Job Instruction Training
In this method of training. the trainee is given instructions by the trainer while performing
the job on the site and any doubts of the trainee are cleared immediately. This
method is very popular because the trainee can discuss his problems in performing the job
immediately with the trainer, Job instruction training follows a systematic sequence of
activities. These are:
As the first step. the trainee is prepared for the training by giving him clear information
about the training to be imparted, the job to be performed and the venue and time of
training; any doubts regarding the training should be c l e a r e d a t t h i s s t a g e .
After the training is imparted to the trainee, in the form of instructions, the trainee is
asked to demonstrate the job. This will help in assessing the trainee's understanding of the
instructions and his learning.

20
After the trainer is satisfied with the performance of the trainee, the trainee is left on his
own, with someone designated to be called upon when he requires any assistance or
help.
1. Apprenticeship and Coaching
Individuals seeking to enter skilled trades, like -those of carpenters,. electrician, etc, are
required to go through formal apprenticeship under experienced . employees. before
they join their regular jobs. The apprenticeship period typically ranges from one year to five
years. Apprentices are not 'employees' of the organization and are not governed by any
of the laws that are applicable to regular employees.
Coaching is similar to apprenticeship where the coach acts as a model for the trainee to
emulate. Typically, the supervisor, or the HR professionals function as coaches in training
employee. Coaching is less formal than an apprenticeship program because it is provided
when needed, rather than being a part of a more planned, structured program. Participation,
feedback and knowledge transfer to job are generally high in coaching.
2. J o b R o t a t i o n
This is a training method where the .trainee is placed on various jobs across different
functions in the organization. The trainee gains cross-functional knowledge and is
equipped to take up different jobs. The time spent on each of the jobs ranges from one or
two days to several weeks. Under job rotation, the trainee moves from one job to another,
and gains job knowledge and learns new skills from his trainers / supervisors in each of
the different job assignments.
4. Committee Assignments
Under the. committee assignment method, a group of employees are given an actual
organizational problem and are asked to find a solution. The trainees develop their team-
management skills, interpersonal skills, communication skills, problem-solving skills and
leadership skills solving the problem as a group.
B) Off-the-Job Training
When training is performed on the job, any mistake by the trainee might result in damage
to the organization, especially if it involves a customer or something of value. To avoid such
situations, off-the-job training is used. An advantage of off-the-job training is that the employee
is free from distractions of his job requirements and would be able to concentrate better on
learning the job rather than just performing it. Off-the-job training refers to training
imparted away from the employee's immediate' work area.
The employee is separated from the job situation and his attention is focused
exclusively on learning which can later lead to improved job performance. When
considering off-the-job training, the organization should take into consideration the various
facilities that have to be provided. They have to provide classrooms for lectures or venues for
creating an artificial work environment. Refre'Shments and training materials have to be
provided. The various techniques of off-the-job training are classroom lectures, simulation
exercises, programmed instruction etc.
1. Classroom Lectures
This approach is widely used for helping the employees understand the rules, procedures an
policies of the organization or any amendments therein. The lecture method works effectively if
it is made interesting with the help of audio-visual tools and suitable demonstrations. The
trainer should actively involve the trainees and make the sessions more interactive.
2 . S i mu la ti on Ex er ci s e s
In this method of training, the trainee is exposed to an artificial work situation that closely
resembles the actual work situation. In situations where the organization cannot afford any
mistakes by the trainee during on-the-job training, simulation exercises are of great help.

21
Simulation exercises can be in the form of case exercises, experimental exercises, complex
computer modeling, vestibule training and role playing.
Programmed instruction
In this method of training, the trainee is given a series of questions after he studies the relevant
material required for the accomplishment of the job. After the trainee answers a question, he is
given immediate feedback whether it is right or wrong. If the answer is correct, he is asked to
proceed to the next question but if it is wrong. he is asked to refer back to the material., This
kind of program promotes continuous interaction between the trainer and the trainee and the
facilities learning.
2.6.6 Evaluation of training
Training is defined by Wayne Cascio as -training consists of planed programs
undertaken to improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably."
Effectiveness of training programs are constantly evaluated by the company to find if
the money, they have invested has been spending properly or not. Training programs can be
evaluated by asking following questions.
a) Has change occurred after training?
b) Is the change due to training?
c) Is the change positive or negative?
d) Will the change continue with every training program? A training program should
give following resulting changes. 1 . R e a c t i o n
Reaction refers to attitude of employee about the training, whether the employee considers
training to be +ve or —ve one. If reaction is +ve then people has accepted the program and
changes will be possible.
2. ' Learning
Another method of judging effectiveness is to identify levels of learning i.e. how much the
people have learnt during the training. This can be found out by trainer's mark sheet, the
report submitted by the employee, and actual performance.
3. Behavior
The HR department needs to understand behavior of the employees, to understand the
effectiveness of training. The behavioral change can be seen' in how the person interacts with
juniors, peer groups and seniors. They mark change in behavior and inform the HR
department of the success of training program.
4. Result
Results provided by employee in monetary terms also determines effectiveness of training
program i.e. employee success in handling the project, the group performance before and after
training etc.
5. Effectiveness of training program must lead to
i. Increase in efficiency of worker
ii. Reduction in labour turnover
iii. Increase in discipline
iv. Reduction in wastage and therefore cost of production
v. Proper care of tools and equipments
vi. Employee development in career terms
vii. Overall efficiency in the company .
Methods for evaluating training progarmmes
1. Observation method
Observation method is done by closely observed during the training programme.
Performance in practical work situation, participation in discussion, role play, timing,
presentation method. The errors are carefully observed and recorded.

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2. Test-retest• method
In this method participants are given a test to establish their level of knowledge before
they enter the training programme. After the completion of training, they retake the test. The
change in test scores indicate the change in the level of knowledge resulting from training. .
3. Pre-post performance method
The actual job of each participants is evaluated and rated prior to training. After the
training the participant's job performance is reevaluated. Changes in job performance is
attributed to training.
4. E x p e r i m e n t a l c o n t r o l g r o u p m e t h o d (v
Two groups are formed. One group is control group whose members work without
undergoing training. Another group is experimental group whose member undergo
training. Two groups are evaluated at the end of the training. If the performance of the
experimental group improves, training is regarded
effective. (v
5. Training surveys
Direct questioning to trainees to get reaction, generally after the end of training
participants are asked to fill-up form containing- physical facilities, achievement of training
objectives, contents, trainer effectiveness, suggestions for improvement etc.
6. Cost effectiveness analysis
It assesses total value of training benefits against total cost of training. Training is effective
if benefit exceeds costs.
2.6.7 Benefits of Training
The major benefits of training are discussed below:
1) Confidence: Training creates a feeling of confidence in the minds of workers. It
gives safety and security to them at the workplace.
2) New Skills: Training develops skills which serve as a valuable personal asset of a
worker. It remains permanently with the workers himself.
3) Promotion: Training provides opportunity for quick promotion and self
development.
4) Better management: A manager can make use of training to manage in a
better way. To him, training the employees, can assist improve his planning, organizing,
directing, and controlling
5) Higher productivity: Training increases the skill for employee in the
performance of particular job. An increase in skill usually helps increase in
2.6.8 ■both quantity and quality of output. Training is also of great help to the existing
employees. It helps them to increase their level of performance on under their present job
assignments.
i.Standardization of procedures: With the help of training, the best available
methods of performing the work can be standardized and taught to all employees.
Standardization will make high levels of performance rule rather than exception.
ii.Preparation of future managers: When totally new skills are required by an
organisation, it has to face great difficulties in the selection process. ers work without
Training can be used in spotting out promising men and in removing defects in the
selection process.
iii.Less supervision: if the employees are given adequate training, the need for
supervision is lessened. Training does not eliminate the need for supervision, but
it reduces the need for detailed and constant supervision.
iv. (ix) Economical operations: Trained personnel will be able to make better and
economical use of materials and equipment. Wastage will also be low. In addition,

23
 the rate of accidents and damage to machinery and equipment will be kept to the
minimum by the trained employees.
v. Higher morale: The morale of employees is. increased if they are given ring.
Training is proper training A good training programme will mould employees' attitudes
to achieve support for organisational activities and to obtain better cooperation
and greater loyalty
vi.Quick learning: Training helps to reduce the learning time to reach the acceptable
level of performance The employees need not learn by observing r. the minds of
others and waste time if the formal training programme exists in the
organisation.
vii. (xii) Higher Earnings: Training provides more remuneration and other monetary
benefits to the workers.
viii. (xiii) Adaptability: Training develops adaptability among workers. They don't
worry when work procedures and methods are changed.
ix. (xiv) Increased safety: Training workers handle the machines safely. They also
know the use of various safety devices in the factory. Thus, they are less
2.6.8 Advantages of training programs/training
Training is defined by Wayne Cascio as "training consists of planed programs undertaken
to improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably."
A. Advantages of training program .to the company
1. I n creas e in efficien cy of. w ork er
Training programs can help workers to increase their efficiency levels, improve quality and
thereby increase sales for the company.
2. Reduced supervision
When workers have been formally trained they need not be supervised constantly. This reduces
the work load on the supervisor and allows him to concentrate on other activities in the
factory.
3. Reduction in wastage
The amount of material wasted by a trained worker is negligible as compared to the amount
of material wasted by an untrained worker. Due to this the company is able' to reduce its
cost its cost of production.
4. Less turnover of labour
One of the advantages of the training program is that it increases the confidence of
employees and provides them with better Career opportunities. Due to this employee
generally do not leave the company. There by reducing labour turnover.
5. Training helps new employees
A person, who is totally new to the company, has no idea about its working. Training helps
him to understand what is required from him and helps him to adjust to the new
environment.
6. Union management relations
When employees are trained and get better career opportunities. The union starts having a
possible attitude about the management. They feel that the management is genuinely interested
in workers development. This improves union management relations .
B. Advantages of training program to the employee
1) Fetter career .opportunities
Training programs provide the latest information, develops talent and due to this the
employee is in a position to get better jobs in the same company or other companies.
2) High rewards

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 Effective training programs result in improved performance. When performance
appraisal is done excellent performance from the employee is rewarded by giving him
incentives and bonus.
3) 3Increased motivation
Employees who have been trained are generally more confident as compared to others.
Since their efforts will be rewarded in future they are, very much interested in
improving their performance. Therefore we can say that their motivation levels are very
high.
4)Group efforts
Training programs are not only technical programs but are also conducted in areas
like conflict management, group dynamics (formal and informal groups), behavioral
skills, stress management etc. this enables employees to put in group effort without
facing problems that groups normally face. In other words training teaches people to
work in a group.
5)Promotion
People who attend training programs learn from them and improve themselves are
generally considered for promotion. Thus training increases chances of promotion.
2.7 MANAGEMENT DEVELOPMENT
In addition to training for operative staff, an organisation has to take steps for training
managers. Such training programmes are called 'managerial development / executive
development programmes. Managerial talent is the most important asset that a company can
possess. Management development ensures that as and when the demand for managers
arise, suitably qualified persons are ready to fill the vacancies.
Managerial development consists of all means by which executives learn to improve
their performance. It is designed to improve the effectiveness of mangers in their present jobs
and to prepare them for higher jobs in future. Managerial development aims at helping the
mangers to realise their full potential.
Management development is a way to improving the culture of the Organisation so that
it could be geared to excellence. "People move organisations not machines."
According to P. N. Singh, "Management development is an activity designed to improve the
performance of existing managers, provide a supply of managers to meet the need of
organisations in future and extend the understanding of the management activity by
drawing from the following three resource areas :- (a) Knowledge, (b) Experience, and
(c) Trainee himself.
2.7.1 Need / Importance of Management Development
According to Edwin Flippo, "No organisation has a choice of whether to develop
employees or not, the only choice is that of method." The need for management
development is well accepted in the present business, which is fast changing due to
technological and social developments.
1. Shortage of trained managers
Talented and matured managers are not easily available. It is not possible to appoint
managers from outside for the key managerial posts. The better alternative is to select talented
persons as trainee managers and develop their qualities through special training and wider
exposures. In this way, the organisation can create its own team of talented managers to lead
the whole Organisation.
2. Complexity of management jobs
The jobs of managers are now complicated and more challenging. They need varied skills
for dealing with the complex organizational problems. For this, talented persons should
be selected and proper training should be given to them.
3. Technological and social changes

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74 )____

Rahul Publications
Rapid technological and social changes are taking place in the business world. In India, such
developments are fast taking place along with the liberalization and globalisation of
business. Managers should be given proper training and exposure in computer applications
and information technology.
4. Management obsolescence
Executive obsolescence occurs due to mental deterioration and aging process. This can be
corrected by offering self-development opportunities to managers. In fact, self-development
must continue throughout the career of an executive.
5. Complexity of business management
Assessing the Evaluating the Skills Evolving Strategies for
Company's Strategic and Competencies of Development of
Needs Managers Managers
Business management is becoming very complicated due to government legislations,
market competition, social pressures and consciousness among consumers. Well-trained
and matured managers are therefore required. Such managers are not available easily. The
best way is to train existing managers through management development programmes.
2.7.2 Process of Management Development
Management development process involves following steps as shown in figure

Figure : Process of Management Development Step 1: Assessing the Company's

Strategic Needs
The first step in a management development process is the evaluation of the suture
managerial requirements of an organisation on the basis of its business strategies
For example, business Strategies like new product introduction, market expansion, Merger
and Acquisition (M&A), a strategic response to the competitors' action and the introduction of
new technology usually necessitates the development of new skills and knowledge among the
managers. However, it is difficult for an organisation to determine precisely the quantity and
quality of the skills needed by the managers for the future. This is because the business
strategies are developed mostly as immediate, incremental, and intuitive responses of an
organisation to the developments in external environment: other than as a planned and
deliberate reaction.
Step 2: Evaluating the Skills and Competencies of Managers
In the next step, the existing skills and abilities of the managers are assessed in :ine
with the future strategies of the organisation. At this stage, key competencies like •,vhat the
manager can do at present and the behaviour and competency necessary to complete ' the job
effectively are assessed. The competency levels and skill gaps of managers are usually
assessed with the help of performance evaluation techniques. The skill gaps found in
managers normally form the basis for framing the management development programmes.
Step 3: Evolving Strategies for Development of Managers
In this final step, the organisation decides about how it should proceed with the process
of developing, the managers to meet its future management requirements. It decides about
the key aspects of the development programmes like their objectives, mode of delivery,
place and duration, cost and benefits, and assessment techniques. Often, the management
development activities are influenced by the size and nature of the organisation, the prevailing
environment, the level of technology and the management philosophy.
The nature, requirements and process of management development are usually
individual employee-centred. They may also be unique and different for each
organisation.

26
 For example, some organisations may prefer to follow a pre-meditated routine
development programme with result-oriented assessment systems. In contrast, some others
may just ensure that their managers get ample opportunities and support to develop
themselves in their profession with the least concern for the formalities and rituals. In the
same way, there may also be a difference in the learning skills of the managers and the
Opportunities available to them. For example, some managers may be endowed with better
managerial abilities and motivation to learn quickly as compared to others.
2.7.3 Methods of Employee Development
Employee development is more worried with education than employee job specific training.
To stands sound reasoning processes, employee development activities attempt by education-
to increase one's ability to understand and. interrupt knowledge. Employee personal growth
depends on employee development. For getting position of greater responsibility, human
conceptual, the skills employees have to be prepared successfully.
Although, providing training for individual is critical in specific skills like managing planning,
organizing, leading, controlling and decision-making, at the same time non managerial
employees also need these skills as well. Using work teams, reducing supervisory roles,
allowing workers to participate actively in particular job shows the employee development.
2.7.4 Methods of Management Development
Employee development is required by the job. The employee development methods are
classified into two categories. They are,
1. On -the-Job Method
The on-the-job methods are mainly three types. These are explained under,
a) Job Rotation.
Job rotation involves moving employees from one job to another position in the same
organization with an aim of expanding their skills, knowledge and abilities. The job rotations are
both vertical and horizontal. The vertical job rotation means promoting the employees from
low-level management to top-level management i.e., the employee's getting new position in the
same organization. The horizontal job rotation is also transferring the short-term lateral.
Job rotation represents an excellent method for improving individual skill, knowledge for
promoting to another job.
b ) Assistant-to Positions
The positions in an organization are of many levels. Employees work under many positions.
The employees sometimes work under successful manager in different areas of the
organization. In doing so, these employees experience a wide variety of management
activities.
c) Committee Assignment
Committee assignment can allow the employee to take decisions making them to learn by
watching others and to investigate specific organizational problems. For ascertain those
problems, the temporary committees often acts as a task force. These temporary
assignments can be both interesting and rewarding to the employees growth.
2. off-th e-Job Meth od
Employee not only benefited with on-the-job techniques, but also get's benefit from off-
the-job development. These are.
a) Lecture Courses and Seminars
Lecture courses and seminars help individuals learn to develop knowledge and their
analytical abilities.
Employees are taking lectures courses and seminars for getting responsibility to advance their
skills, knowledge and abilities in an attempt to their current and future employer.
b) Simulations

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Simulation is very popular method for employee development. It includes case studies,
decision games and role plays. •
Case study method of employee development was popularized. Trainees study the cases to
determine problems, develop alternative solutions.
Decision games and role-playing methods help individuals acting out supervisory
problems: participants are assigned roles and are asked to react to one another as they have
to do in their managerial job.
c) O u t d o o r T r a i n i n g
The outdoor training is used to a trend in employee development. Outdoor training involves
emotional and physical challenge.
2.8 HRM ROLE IN TRAINING AND DEVELOPMENT
Many assume that educational qualifications suffice to make an employee effective,
efficient, and competitive. Well, many thought wrong. Education is not a sufficient index or
metrics to gauge an employee's competence level.
While education provides the basic cognitive skills to prepare an employee for work, it
is not necessarily sufficient to predict his or her behaviour in the work place.
It takes more than that. Skills, knowledge, and competency (more appropriately) has to
be developed. This can only happen when the HRM Department takes up its true mandate
of developing people to become competitive. Thus, training initiatives are imperative.
Training is costly, as our colleagues in the Finance Department would immediately say. But
that. s usually only when a company has failed to put together a proper training policy with
tangible training goals, that can justify investments because of increased profits.
A proper training policy defines the obligations of the employees after he/she
completed a training program. And this obligation should move towards fulfilling the set
goals for the training. Hence for example, if employee A was given a week training on
"Effective Widget Making.' whose goal is to increase his productivity by 50% and lessen his
errors by 90%, then by all means these expectations are made clear to him/ her. One the one
hand, training can be costly when goals or expectations are not met.
On the other hand, when these are met or even exceeded, the organization reaps the
long term benefits. Because when employee's competencies improve, the organization gains an
increase in corporate competitiveness and in return an increase in profitability. Training
programs must be initiated by the HRM department. These must be carefully planned,
executed utilizing the best possible resources, i.e., instructors or training facilitators, venues,
etc. The focus must not only delve on competencies but on values and attitudes as well. For in
the end, training is actually a change management initiative whose aims are to develop
employee's potentials, holistically, so that they add more vale to the organization and the
community where they belong. This a sensitive role for the HRM professional, and is a tough
one. After all, HRM is still about not only managing, but developing human resource.
2.9 RETENTION OF EMPLOYEES
Meaning and Definition of Employee Retention
'Employee retention' is the deliberate act of management to withhold competent people in
its fold. It refers to how many current employees stick around over a given period of time.
According to Frank et al., "Employee retention is defined as the effort by an employer
to keep desirable workers in order to meet business objectives" .
According to Workforce Planning for Wisconsin State Government,
"Employee retention is a systematic effort by employers to create and foster an
environment that encourages current employees to remain employed by having policies and
practices in place that address their diverse needs".
. According to Tapomoy Deb. "Employee retention is an organisational strategy to
create an appealing, challenging, satisfying and motivating workplace policies, systems,

28
programmes and practices whereby employees, are self-motivated to stay in their jobs
although they have ready opportunities available to them elsewhere".
2.9.1 Need of Employee Retention
Retaining a valuable employee is essential for an organisation because of the following
reasons:
1. Hiring is a Time-Consuming Process
HR professionals shortlist few individuals from a large pool of talent, conduct
preliminary interviews and eventually forward it to the respective line managers who turther
grill them to judge whether they are fit for the organisation or not. Finding a right employee
for an organisation is a tedious job and all efforts simply go waste when the employee leaves.
2. Organisations Invests Time and Money in Training -
A new joined is completely raw and the management really .has to work hard to train
him for his overall development. It is a complete wastage of time and money when a trained
individual leaves an organisation all of a sudden.
3. Avoid Information Leakage to Competitors
When an individual resigns from his present organisation, it is more likely that he would
join the competitors. In such cases, employees tend to take all the strategies, policies from
the current organisation to the new one. Individuals take all the important data, information,
and statistics to their new organisation and in some cases even leak the secrets of the
previous organisation. To avoid such cases, it is essential that the new joinee is made to sign a
document which stops him from passing on any information even if he leaves the
organisation. Strict policy should be made which prevents the employees to join the
competitors. This is an effective way to retain the employees.
4. Retained Employees are More Adjustable
When a new individual replaces an existing employee, adjustment problems crop up.
Individuals find it really difficult to establish a comfort level with the other person. After
striking a rapport with an existing employee, it is a challenge for the employees to adjust with
someone new and most importantly trust him. Employees working for a longer period of
time are more familiar with the company's policies, guidelines and thus they adjust better.
They perform better than individuals who change jobs frequently. Employees who spend a
considerable time in an organisation know the organisation in and out and thus are in a
position to contribute effectively.
2.9.2 Factors Influencing Employee Retention
A number of factors influencing employee retention in the organisational context are as
follows:
1 . H u m a n R e s ou r c e F a c t o r s
Employee retention is influenced by several human resource factors, which are as
follows:
i. Person-Organisation Fit: The concept of organisational fit identifies
convergent goals and values between the individual and the organisation as an
important element in an individual's willingness to cooperate in an organisation.
Therefore, a fit between the person and the job ensures that the employee is happy
and productive and at the same time sticks to the organisation.
ii.Compensation: It is the most critical issue when it comes to attracting and keeping
talents. A fair compensation is the cornerstone of the contractual and implied agreements
between employees and employers, the underlying assumption being that money can
influence behaviour. Organisations often pay superior compensation for attracting
and retaining best employees.
iii.Challenging Assignments: Employees who feel that their organisation failed to give
them challenging and interesting work, freedom to be creative, opportunities to develop

29
 new skills, and autonomy and control are more likely to express negatively and lack
loyally toward their organisation. Therefore, challenging job is a pre-condition of
employee retention.
2. Organisational Factors
Various organisational factors influencing employee retention are as follows:
i.Leadership: Leaders are central to the process of creating cultures, systems and structures
that foster knowledge creation, sharing and cultivation. The quality and style of
leadership influences employee commitment, positively, or negatively, as the case
may be, which impacts employee retention. A caring and strong leadership would
give direction, support,. and motivation to employees which will enhance their
intention to stay in the organisation.
ii.Culture: Management philosophy and style, communications protocol and policies, rituals
and taboos interact to create the uniqueness of each organisation. People often
join an organisation or seek employment within a particular industry because they
find its culture appealing. Thus, organisations intending to retain employees need
to examine how effective is their organisational culture and structure, from time-to-
time.
iii.Communication and Consultation: Effective communication of an organisation's
goals, vision, strategies, and business policies or communication of facts and
information and communication structure affects employee's identification with the
organisation and build trust. Therefore, for success of employee retention
programmes, a regular two way communication, particularly face-to-face, is an
important factor in establishing trust and a feeling of being valued.
iv. Team Working: Employees stay when they have strong relationships with their work
-
colleagues. Organisations encourage team-building, project assignments involving
work with peers, and opportunities for social interaction both on and off-the-job.
Interactions with peers serve as aneffective psychological function by providing
emotional support against stresses of the organisation's socialisation initiatives and
uncertainties of the work setting. A workplace with supportive co-workers tends to
retain employees in the long-run.
v.Working Environment: For some employees, personal priorities or circumstances
make the difference between leaving and staying. Individuals will stay with an
organisation that clearly considers and cares for their career priorities (life stage needs),
health, location, family, dual career, and other personal needs.
vi.Organisational Commitment: Commitment develops as a result of experiences of
satisfying the employee's needs, motivation and is compatible with their values. A strong
commitment motivates employee to have a strong belief and accept organisational
goals and values and to willingly exert considerable effort on behalf of the
organisation and a definite desire to maintain organisational membership.
2.9.3 Strategies of Employee Retention Strategies of employee retention are as follows:
1. Attractive Compensation
Total compensation refers to the complete pay package awarded to employees on an
annual basis, including all forms of money, fringe benefits, services and in-kind payments.
Organisations should carry-out periodical compensation surveys and benchmark their
compensation policies, systems, and practices with best practices. It must be increasingly
tied with strategic imperatives of the organisation to drive forward its goals and objectives,
both efficiently and effectively. Organisations should ensure that their compensation policies
and practices help in retaining and motivating employees for higher performance and
contribution to organisational goals and objectives.
2. Sound Recognition Programmes

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It is well-accepted that money as a motivator has a boundary line. Therefore, a recognition
system plays an increasingly pivotal role in retaining employees. Organisations should
establish and administer various recognition programmes encompassing professional,
personal, and social .activities of employees such as employee 6f the month award, best
employee of the year award, best sportsman, star performer award, star team award, CEO
award, etc. Recognition of personal and team achievements helps in boosting the morale
and motivation of employees and e n h a n c e s t h e i r c o m m i t m e n t t o w a r d s t h e i r
jobs and organisations
3.Personal Development Plans
Individual investment in terms of training, education, and development of
employees results in value addition to employee's skills and competencies and improves his
performance, confidence and commitment towards organisational goals and
objectives. It also helps in improving career prospects of the employees in the organisation
and they are able to visualise their future in the organisation. This facilitates employee
retention.
3. Sound Socialisation PraCtices
These practices help in integrating newcomers into the organisation. A good
socialisation experience goes a long way in providing crucial organisational information,
job demands, performance expectations, relationship building and high personal
motivation. Socialisation ensures a tight fit between the employee's goals and aspirations
and organisational culture and values. Effective socialisation helps in acclimatisation of
new employee on a long-term basis.
4. Appropriate Working Conditions
. Since employees spend around 80 per cent of their waking life in the workplace,
working conditions have profound influence on employee retention. Organisations with
appropriate health, safety, and welfare provisions are more likely to retain employees
than organisations with poor health, safety, and welfare measures. Additionally, employee
assistance programmes and prevailing social conditions at the workplace affect employee
satisfaction and ultimately his turnover intention.
5. Quality of Work Life, Programmes
With globalisation, the competitive pressures of business have affected job-holders in
a .significant way. Employees are now increasingly required to put long hours of work
which has enhanced stress and tension. Many families are today has dual income individuals
and with increasing job-related stress, therefore quality of work life programmes
influence employee retention. Organisations should offer the facilities like maternity benefit
and childcare, personal and professional counselling, flexi-work, stress coping programmes,
etc.
6. Job Design
Organisations should make jobs more empowering, challenging and interesting with a
view to enhance individual learning, performance and job satisfaction. Such measures
result in improved employee productivity and contribution to the organisation.
8. Participative Management
Participative programmes help in employee retention by involving employees in decision
that affect them. It also gives employees a sense of ownership, self-worth and satisfaction. This
requires organisation to improve open and interactive communication between anu across
various levels of the organisation.
9. Performance Management System
Performance management helps employees to set their work priorities and targets in
tandem with their managers and seek meaningful feedback from their managers on regular

31
basis with a view to improve performance. Employees being integral part of the system tend to
be more committed towards the organisational goals and objectives.
10. Knowledge Transfer
Knowledge sharing is crucial for developing employees through work.
Organisations that are characterised with free flow of knowledge across the different levels of
the organisation are more likely to retain their employees. Knowledge sharing can occur
through formal training and development programmes and e-learning tools. Continuous
training and education of employees is important for bringing about continuous
improvement in employees' skills and knowledge.
11. Organisational Culture
Organisational culture and commitment depends on how individual perceptions and
feelings hold together. It is difficult to say exactly what decisively makes up a particular organisation's
culture. However, commitment-oriented culture seems to keep motivated, satisfied and
productive.
12. Equal Opportunity Practices
Organisations with transparent, fair, and non-discriminatory practices are more effective
in retaining their employees. Many times, talented employees leave their organisation for
want of perceived fairness. Compensation, rewards and recognition programmes are three key
elements of equal opportunity practices:
13. Preventing Employee Poaching
With employees assuming centre stage in competitive advantage of organisations especially in
service sectors: headhunting by competitors and recruitment agencies is rampant.
'Organisations must initiate effective measures for securing their present and potential
employees by keeping internal e-mail addresses confidential, training telephone operators to spot
calls from agents and to avoid giving them useful information, refusing to do business with
agents who have poached employees in the past, and enter into understanding with other
organisations not to poach each other's employees.
14. Employer Branding
It influences employee recruitment as well as employee retention as it acts as a lever for
attracting the best employees and keeping satisfied employees with lower attrition rates.
Therefore, in order to retain employees, organisations need to ensure that there is no gap
between what the organisation is saying in the outside world and what people believe inside
the business. Aligning employer brand with employee value is likely to contribute to employee
satisfaction and affect employee retention positively.
2.1 0 JOB ANALYSIS
Job: Job is a bundle of related tasks. A synonym for job is work. Work is physical
and mental activity that is carried out at a particular place and time, according to instructions,
in return of money.
Job Analysis: This refers to the process of collecting information about a job.
Definitions of Job Analysis
Some important definitions of job-analysis are as under :
In the words of 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 "

32
 According to Blum, "A job analysis is an accurate study of the various
components of a job. It is concerned not only with an analysis of the duties and conditions of
work, but also with the individual qualifications of the worker."
According-to John A Shubin "Job analysis is the methodical compilation and study of
work data in order to define and characterise each occupation in such a manner as to
distinguish it from all others."
In the words of Scott, Clothier and Spriegel, "Job analysis is the process of critically
evaluating the operations, duties and relationship of the job
2.10.1 Objectives of Job Analysis
1)Work Simplification: A job may be analyzed to simplify the process and methods
involved in it. This will mean redesigning the job. Work simplification helps to improve
productivity of personnel.
2)Establishment of Standards of Performance: In order to hire the personnel on a
scientific basis, it is very necessary to determine in advance a standard of performance
with which applicants can be compared. This standard should establish the
minimum acceptable qualities necessary for the effective performance of the job
duties and responsibilities. These standards would be established with the help of job
analysis only.
3)Support to Other Personnel Activities: Job analysis provides support to
other personnel activities such as recruitment, selection, training, development,
performance appraisal, job evaluation etc.
2.10.2 Types of information via job analysis
The supervisor or human resources specialist normally collects one or more of such the
following types of information via the job analysis: such as lifting weights or walking long
distances.
Machines, tools, equipment, and work aids: This includes information invest
regarding tools used, materials processed, knowledge dealt with or applied ana.y..!
(such as finance or law), and services rendered (such as counseling or
repairing).
Performance standards: The employer may also want information about the job's
performance standards (in terms of quantity or quality levels for each job duty, for instance).
Management will use these standards to appraise employees.
Job context: Included here is information about such matters as physical working conditions,
work schedule, and the organizational and social context - for instance, the number of people with
whom the employee would normally interact. Information regarding incentives might also be
included here.
Human requirements: This includes information regarding the job's human requirements,
such as job-related knowledge or skills (education, training, work experience) and required
personal attributes (aptitudes, physical• characteristics, personality, interests).
2.10.3 Job Analysis Process
Job analysis is a process of collecting information related to various aspects of the job. It
collects and analyses the information associated with job description and specifications.
Following steps are involved in job analysis:
1) Information Collection
This is the first step of job analysis under which required information related to various
aspects of jobs are collected. Information is obtained through different methods such as
interview, observation, questionnaire, critical incidents etc. It is associated with
preparation of plans and programs and assignment of responsibilities to the
concerned person.
2) Review Background Information

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 This is the second step of job analysis process under which the previously collected
information is reviewed to design organizational charts, current position descriptions
and specifications, procedures, manuals and process charts. These help in detailed
assessment of job.
3) S election Of Repres en tative Position To Be An alyzed
Analyzing all jobs at a time is complex and costly affair. So, only a representative sample
of jobs is selected for the purpose of detailed analysis. Under it, the job analyst
investigates to determine which organization managers or employees require job
analysis. He should also determine for what purpose the job must be analyzed.
4) Analysis Of Jon By Collecting Data
Under this step of job analysis process, a job analyst obtains the data and
information related to the selected jobs. The information is collected•on the job activities,
required employee behaviors, working conditions, human traits and qualities,
abilities of performing the job and other various dimension of the job. Data can be
collected either through questionnaire, observation or interviews.
5) Develop Job Description
In this step of job analysis, a job description schedule is developed through the
information collected in the above step. This is the written statement which describes
the prominent characteristics of job along with duties, location and degree of risk
involved in each job.
6) Develop Job Specification
Developing the job specification is the last step of job analysis process under which a
detailed specification statement is prepared showing minimum requirement of each job.
A job specification summarizes the personal qualities, traits, skills, knowledge, and
background required to perform specific task. It also involves the physical and
psychological attributes of the incumbent.
2.10.4 Significance and Uses of Job Analysis
Job analysis helps to prepare sound human resource practice and policies. Because
job analysis provides a deeper understanding of the behavioral requirements of the job, it
plays a vital role in the defense of employment practices. Following are the main importance
and uses of job analysis:
1. HR Planning
Job analysis provides useful information for human resource planning. It is the foundation
for forecasting demand for and supply of human resources in an organization. It is also
necessary for preparing HR inventory and HR information system in the organization.
2 . Recruitment And Selection
Job analysis provides necessary information for conducting recruitment and selection
of employees in the organization. Recruitment generates a pool of candidates who are willing to
perfoi-m in the organization, whereas selection selects the best suited candidate out of the
available candidates who are supposed to perform well in the organization.
3 . Training And Development
Up-to-date description and specification statements help to ensure the requirement of training
and development needs in the organization. By comparing knowledge and skill of current
employees with the expected level of performance, the need of training and development
requirement can be assessed.
4. Compensation Management
Job analysis provides necessary information for managing compensation of
employees. It helps to rank the job in order to determine pay surveys. Hence, it helps in
compensation decisions.
4. Performance Appraisal

34
 Job analysis helps to appraise the performance of employees by providing clear cut
standards of performance for each job. It compares each employee's actual performance
with the predetermined standards.
5. Information Of Duties
Job analysis provides valuable information regarding the duties and
responsibilities of an incumbent through job description statement. It also provides the content
and skill requirement of each job.
6. Health And Safety
In course of job analysis, certain unsafe environmental and operational conditions or
personal habits are discovered and thus, that may lead to safety improvements.
7. Job Re..engineering
Job analysis provides valuable information data relating to the content and skill
requirement of jobs which help to bring about improvements in the engineering design of
jobs.
8. Employee Counseling
Vocational guidance and rehabilitation counseling is possible through
comprehensive job description and specification statements.
2.10.5 Techniques of Job Analysis
Job analysis is mainly and essentially a data collection process. The information can be
obtained in one of the following ways.
1. Questionnaire: In this method a detailed questionnaire is prepared by the job analyst
and distributed among the workers. The workers the questions to the best of their
knowledge and belief. Employee's cooperation can more easily be achieved by explaining the
entire programme fully in detail to the representatives of employees. Assistance of
supervisors can also be sought.
This technique is time consuming and generally does not yield satisfactory results because many
employees do not complete the questionnaire or furnish incorrect information because of
their, own limitations. The use of questionnaire is recommended only in case of those
technical jobs where the job contents are not completely known to the supervisor or the
operation is too complex to observe.
2. Observation Method : The most practical and reliable technique of getting information
regarding jobs is through personal observation of the work performed along with the discussion
with the supervisor of the job. The analyst may ask questions from the workers on a job. The
complete and useful information can be gathered by the use of this technique. This technique
can be used if a particular job is simple and of repetitive nature. Observation coupled with
discussions with the supervisor and the workers, constitute the preferred approach in most of
the cases to get the required information.
3. Interview : Job analyst uses interview as a prime method of data collection. He contacts
the workers and the supervisor concerned and asks questions regarding the various jobs
performed by them for collecting the information. The supervisor may be taken into confidence
in collecting the information about the work which the worker is not willing to supply due to
certain limitations. Interview may be used as a technique for comparing the data, collected by
the analyst through observation or questionnaire.
4. Record : Personnel department maintains the record of the facts regarding job and the job
holders. The analyst collects the information from the records maintained by the personnel
department. This method is also not free from defects. Certain information such as supervisor
work relationship, tools and accessories used and work conditions are not made available
from records and hence complete information about work and worker cannot be obtained
by this technique.

35
Critical Incidents : In this method, job holders are asked to describe incidents concerning the
job on the basis of their past experience. The incidents so collected are analyzed and classified
according to the job areas they describe. A fairly clear picture of actual job requirements can be
obtained by distinguishing between effective and ineffective behaviour of workers on the job.
However, this method is time consuming. The analyst requires a high degree of skill to
analyses the contents of descriptions given by workers
The above techniques of collecting information are generally used but none of them is
free from defects. The analyst should use these techniques in combination and not in isolation
to get better result.
6.Job Performance : In this method, the job analyst actually perform the job
under study to obtain a first hand experience of the actual tastes, physical and social
demandS and the environment of the job. This method can be used only for jobs where skill
requirements are low and can therefore, by learnt quickly and easily. It is not suitable for jobs that
are hazardous or for jobs that require extensive training. Moreover, it is a very time consuming
method.
2.1 1 JOB DESCRIPTION
Job description is the immediate product of job analysis process. Job description
is a written statement which consists data about the tasks, and responsibilities of the job. It
consists of various aspects related to the job such as its title, location, responsibilities,
working conditions etc., thereby setting the expectations from the job holder.
Contents of Job Description
1)Proper Job Title: It is desirable that the job title should be short, definite and suggestive
of the nature of the job. The desirable qualities of job holder should also be clear from
the title so that every job could be distinguished from one another.
2)Job Summary: Job summary describes the contents of the jobs in terms of activities
or tasks performed. Job summary should clear the nature of the job. Primary,
secondary and other duties to be performed on the job, should clearly be indicated
separately.
3)Job Location: Job location should also be given in the description of the job. Job
location means the place where the job is to be performed i.e., in which department.
4) Duties and Responsibilities: This is the most important phase of job
description and should be prepared very carefully. It describes the duties to be performed
along with frequency of each major duty. Responsibilities concerning custody of money,
supervision and training of staff etc., are also described in this part.
5)Machines, Tools and Materials: The machines, tools, equipment and material
required in the performance of each job should also be included in job description. It will
indicate the nature and complexity 'of the job and will help in devising the training-
programmes.
6)Working Conditions: The working environment in terms of heat, light, noise levels,
dust and fumes etc.. the job hazards and possibility of their occurrence and working
conditions should also be described. It will be helpful in job evaluation.
7)Nature of Supervision: The nature of supervision required on each job should
also be mentioned. There are certain jobs like unskilled jobs which require close
supervision while other jobs like skilled, or supervisory or managerial jobs require less
supervision.
8)Relation to Other Jobs : The jobs immediately below and above are
mentioned. It provides an idea of vertical work flow and channels of promotion. It
also indicates to whom the job holder will report and who will report to him.
2.1 2 JOB SPECIFICATION

36
 Job specification is also the product of job analysis. Job specification or employee
specification is a statement of the minimum acceptable human qualities required for the
proper performance of a job. It specifies the type of person required in terms of educational
qualifications. experience, aptitude etc., on the job and further assists in the selection of
appropriate personnel by outlining the particular working conditions to be encountered on
the job. Job specification has been defined as follows:
"A job specification is a statement of minimum acceptable human qualities
necessary to perform a job properly".
Content of Job Specification
1. Physical Characteristics : Such as height, weight, chest, vision, hearing, health; age,
voice, poise etc.
2. Psychological and Social Characteristics : Such as emotional stability, flexibility,
decision making ability, analytical view, mental ability, pleasing manners, initiative, conversational
ability etc.
3. Mental Characteristics: Such as general intelligence, memory, judgement, ability to
concentrate, foresight etc.
Personal Characteristics: Such as sex, education, family background, job experience,
hobbies, extracurricular activities etc
2.1 3 HUMAN RESOURCE DEVELOPMENT (HRD) CONCEPTS
"Human Resource is of key importance as it can be obtained cheaply, used sparingly
and developed and exploited as fully as possible. So, the major attention of HRD is on
improving the human processes".
Meaning of HRD
HRD in simple words is an organized learning intended at developing the
competencies of individual employees, groups and the total organisation in a continuous and
planned way in order to effectively achieves the organized goals.
HRD from an organisational point of view is a procedure of helping/motivating the
employees to improve their behavioral, technical and managerial skills and abilities and
moulding their values, beliefs and attitudes so that they can positively contribute in achieving
organisational goals.
Definitions of HRD
HRD has been defined by different authors as
Leonard Nadler says "HRD is a learning experience which is organised for a specific
time, and designed to bring about the possibility of behavioural change".
Talam Venkateswara Rao (T.V. Rao) says "HRD is a process by which the
employees of an organisation are helped in a continuous and planned way to develop their
general capabilities as individuals and to effectively perform the present or future roles and to
develop a sound organisational culture-wherein harmonious superior-subordinate relations,
team collaborations, motivation, employee pride etc. exists.
HRD is an organized learning, intended at developing the competencies of individual
employees, groups and the total organisation in a continuous and planned way in order to
effectively achieve the organisational goals.
2.13.1 Characteristics of HRD
The characteristics of HRD from the above definitions are,
i. It is a System: HRD is a planned and systematic approach aiming at
continuously developing the individuals. It is a system made up of several
interrelated subsystems such as manpower planning, recruitment; career
ii. It is Continuous and Planned Effort for Development: HRD is an ongoing process
of development with a belief that development is a never ending process. It is

37
 procative in nature and performs the activities in a planned way by allocating the
resources and by creating HRD philosophy that values the human beings.
iii. Develops Competencies at Different Levels : HRD aims at developing the
competencies at 4 levels.
1) Individual Level: At individual level employees are made to know about the
expectations of their role so that they can improve their skills accordingly. Their roles are
made interesting by designing and redesigning them and through job enrichment
programmes.
2) Dyadic Level: Strong employee-employer relationship is developed by improving
mutual trust, helping. rapport etc.
3) Group Level: At the group level, the collaboration and cooperation between the task
groups and committees is developed.
4) Organisational Level: At organisational level, self-renewing mechanisms of the
organisation that enable it to meet the challenges in the environment are developed.
5) HRD is Interdisciplinary: HRD to function effectively depend upon different
disciplines like Anthropology, Psychology, Political Sciences, Economics and
Management.
6) It is a Process: HRD is not merely a set of mechanisms but it is a process which
has no limit. It uses the techniques like performance appraisal, training counselling
etc. To promote the "process.
HRD is a continuous is planned effort aiming at developing the competencies a four
different levels.
2.13.2 Principles of Human Resource Development The major principles of human
resource development are :
1) Principle of Development of Organizational Capability: Human
resource development systems should help the organization to increase enabling
capabilities. The capabilities include: development of human resources in all
aspects, organizational health; improvements in problem solving capabilities,
diagnostic skills, capabilities to support all the other systems in the organization,
etc.
2) Principle of Periodic Review: There should be a continuous
3) Principle of Potential Maximization: Human resource development systems
should help individuals to recognize their potential and help them to contribute
their best towards the various organizational roles they are expected to perform and
excel in it.
4) Principle of Autonomy Maximization: Human resource development
systems should help maximize individual autonomy through increased
responsibility.
5) Principle of Maximum Delegation: Human resource development
systems should facilitate decentralization through delegation and sharing of
responsibility.
6 ) P r i n c i p l e o f Participative D ecis ion-Making: Human resource
development systems should facilitate participative decision-making.
7) Princip le of Ch an ge Management: Human resource development
system should attempt to balance the current organizational culture with changing
culture.
2.13.3 Objectives of HRD
HRD is a people-oriented process. It aims at developing their competencies. The main
objectives of HRD can be summarized as,

38
 1)To continuously identify and evaluate the employee competencies in performing the
activities and to bridge the gaps through development so that they can meet the
organisational requirements.
2)It aims at preparing the employees to meet the future requirements.
3)To develop the employee motivational level to the maximum possible extent so that they
can be the dynamic contributors to the organisational goals.
4) The main objectives of HRD is to develop employees competencies so that they perform
the stated activities effectively.
2.13.4 Significance of HRD
1) Full Utilization of Individual's Potential : People are major assets and that
an organization can make full utilization of individual's potential by providing a
developmental environment and opportunities by encouraging and rewarding
innovativeness and creativity.
2) Improves Problem-solving and Skills: HRD improves problem-solving and
adaptation skills of employees. They become more innovative, proactive and risk
taking. Resistance to change is reduced.
3) Improves Collaboration and Teamwork: HRD improves collaboration and
teamwork. Employees become more open and trust each other. •
4) Fosters Growth: HRD provides an opportunity of continuous and °all round growth
of employees through succession and career planning. If an employee perceives a
nurturing environment, automatically there would be a positive response to match
individual aspirations with organization's needs.
5) Provides Higher Quality of Work-life : Human resource development provides
higher quality of work-life through opportunities of a meaningful career, job
satisfaction and professional development.
6) Builds Long Term Relationship: Human resource development policies are.
relationship centered and the extent of relationship under human resource development is
lifelong and not merely for 8 hours a day.
7) Identification with Organizational Goals : Human resource development
facilitates identification with organizational goals through better employee understanding.
8) Facilitates Communication between Management and
Employees: Human resource development provides for two-way, open and
interactive communication between management and employees.
9) Improves Communication System: HRD also improves the
communication system in the organization. Every member better understands the
expectations of other members from his role.
10) Provides Job Enrichment: Human resource development provides job enrichment
through training and the acquisition of new skills.
11)Increases Awareness: Human resource development increased awareness of
the importance of change management and consequent adaptability of employees.
12) Generates Useful Data: HRD generates a lot of useful data which facilitates
human resource planning and control.
13) Fosters Commitment: HRD fosters commitment-through the
communication of values. It improves employee commitment to the organization
due to greater objectivity in the administration of rewards. Contributions of
employees are valued and rewarded in a better Way.
14)Develop Competencies: HRD aid to develop competencies among individuals
in the organizations that allow them to perform their present and future works
thoroughly, by means of intended learning activities. Competency can be

39
 developed in people at any point of time and organizations must encourage
competency enhancement.
2.13.5 HRD Processes
Properly designed and systematically implemented HRD Methods/Mechanisms generate
a number of HRD processes. There are 6 different processes at 6 different levels guided by
HRD methods.
i) Existential Process: We have existential process at 'personal level'.
ii) Empathic Process: We have empathic process at 'interpersonal level'. This process tells
how much' empathy an individual has for other persons and how he approaches them and
establishes a relationship with them.
iii) Coping Process: This process occurs at 'role level'. Every individual in the organisation
should come up with stress in relation to his/her role in the organisation.
iv) Building Process: This process occurs at 'group level'. It tells how various groups form as
distinct entities in an organisation, the way they become strong and the way they effectively
contribute to the organisational goals. OD (Organisational Development) and Team
Building activities improve this process.
v) Collaborative Process and Competitive Process: Both these process occur at
Intercrop level'.
vi) Growth Process: Growth process occurs at organizational level and involves issues relating to
organisational climate, self-renewal and change.
2.13.6 Techniques / Mechanisms of HRD in an Organisation
HRP Method / Mechanism is a systematic and continuous way of developing the
competencies and motivation of individuals in an organization and building
organizational climate. The most important HRP methods are.
i. Manpower Planning. Manpower planning is the cornerstone of all the HRP
activities. Manpower planning aims at assessing the manpower needs and manpower
audit. Manpower planning is combined with corporate planning and job analysis
ii.Appraising the Performance and Potential and Providing Feedback
(Performance and Potential Appraisal and Feedback) Appraising the
performance and potential of an employee is a critical activity and is very vital for
organizational well-being. In this method, the performance and potential of an
individual employee in performing the activities is analyzed and the necessary
feedback is provided. This technique helps an individual to know his/her
competencies and provides them training to develop.
iii.Training and Development. Training is the art of improving the knowledge of an
employee to do a particular job/task. Development mainly aims at the overall growth
of an employee. The employee performance is assessed and necessary training is
provided, so that he/she can contribute better to the accomplishment of
organizational goals.
iv.Career Development and Career Planning. HRP helps a newcomer into the
organization by making him -aware of the developmental process in the organization.
Necessary training is provided to cope up with the requirements. Employees are made
aware of corporate growth plans and their career.
v.Compensation an Rewards. In HRP the employees are rewarded on the basis of their
behavior and performance. This motivates an employee and helps to improve his
performance and behavior. Failing to reward a deserving employee and over
rewarding undeserving employee is very dangerous and highly de-motivating. -
vi.Quality of Work Life. Developmental activities of an organization should not only aim
at providing good wages but also aim at providing good working conditions and
motivating and redesigning the work if it is boring and routine.

40
vii. Communication and Couns elin g. HRP aims at improving the
communication and understanding between superior-subordinate, employee-employer
and builds a strong organizational climate. Necessary counseling and timely guidance
is provided to the employee for the problems relating to hand and heart.
viii.Grievance Redressal Procedure. HRP aims at applying judicial procedures for
redressing the employee grievances.
ix.Industrial Relations. Harmonious industrial relations form the basis for the effective
execution of HRP programs which is possible through mutual trust, understanding and
goodwill. HRP encourages the unions to work for the overall well-being of the workers
and the organization.
2.14 CAREER PLANNING
The term 'career denotes all the jobs that are held during one's working life. It is viewed
as a sequence. of positions held by an individual during the course of his lifetithe. Edwin B.
Flippo defined a career as a sequence of separate but related work activities , that provide
continuity, order and meaning in a person's life. This is the objective career. A career may
be viewed as amalgam of the changes in values, attitudes and motivation that occurs as a
person grows older. This is a subjective element in the concept of a career.
Definitions of Career Planning
Followings are the main definitions of career planning :
Schermerhorn - "Career planning is a process of systematically matching career goals
and individual capabilities with opportunities for their fulfilment."
McMahon and Merman -"Career Planning is a deliberate process of becoming aware
of self opportunities, constraints, choices, and consequences; identifying career-related goals;
and "career pathing" or programming work, education, and related developmental
experiences to provide the direction, timing, and sequence of steps to attain a specific career
goal."
Career Anchors
Career anchors denote the basic drives that create e urge to take up a certain type of
a career. These drives are as follows :
1) Managerial Competence : Person having this drive seek managerial positions that
provide opportunities for higher responsibility, decision making, control and
influence over others.
2) -Technical Competence : People having this anchor seek to make career choices based
on the technical or functional content of the work. It provide continuous learning and
updating one's expertise in a technical or specialised area such as quality control,
engineering, accounting, advertising, public relations etc.
3) Security : If one's career anchor is security than he is willing to do what is required to
maintain job security (through compliance with organisational prescriptions), a decent
income and a stable future.
4) Creativity : This drive provides entrepreneurial and innovative opportunities
to the people. People are driven by an overwhelming desire to do something new that
is totally of their own making.
5) Autonomy : These people seek a 'career that provides freedom of action and
independence. Career is viewed as a sequence of position occupied by a person
during the course of his lifetime. Career may also be viewed as amalgam of changes
in value attitude and motivation that occur, as a person grows older. The implicit
assumption is that an individual can make a different in his destiny over time and can
adjust in ways that would help him to enhance and optimize the potential for his
own career development. Career planning is important because it would help the

41
 individual to explore, choose and strive to derive satisfaction with one's career
object.
Nature of Career Planning
The following are the salient features of career planning:
1)A Process: Career planning is a process of developing human resources rather than an
event.
2)Upward movement : It involve upward movement in the organisational
hierarchy, or special assignments, project work which require abilities to handle
recurring problems, human relations issued and so on.
3)Mutuality of Interest: The individual's interest is served as his needs and
aspirations are met to a great extent and the organization's interest is served as each of
its human resources is provided an opportunity to develop and contribute to the
organisational goals and objectives to the optimum of its ability and confidence.
4)Dynamic: Career planning is dynamic in nature due to an ever changing
environment.
Objectives of Career Planning
Career Planning seeks to meet the following objectives :
1) To provide and maintain appropriate manpower resources in the organisation by
offering careers, not jobs.
2) To provide environment for the effectiveness, efficiency and growth of its employees
and motivating them to contribute effectively towards achieving the objectives of the
organisation.
3) To map out careers of various categories of employees suitable to their ability, and
their willingness to be 'trained and developed for higher positions.
4) To have a stable workforce by reducing absenteeism and employee turnover.
5) To cater to the immediate and future human resources need of the organisation on a
timely basis.
To increase the utilisation of managerial reserves within organisation
Steps in Career Planning Process Step 1 : Self Assessment
The first and foremost step in career planning is to know and assess yourself. You
need to collect information about yourself while deciding about a particular career option. You
must analyze your interests, abilities, aptitudes, desired lifestyle, and personal traits and then
study the relationship between the career opted for and self.
Step 2 : Goal Setting
Set your goals according to your, academic qualification, work experience, priorities
and expectations in life. Once your goal is identified, then you determine the feasible ways and
objectives how to realize it.
Step 3 : Academic/Career Options
Narrow your general occupational direction to a particular one by an informatory decision
making process. Analyze the career option by keeping in mind your present educational
qualification and what more academic degrees you need to acquire for it.
Step 4 : Plan of Action
Recognize those industries and particular companies where you want to get into. Make the
plan a detailed one so that you can determine for how many years you are going to work in a
company in order to achieve maximum success, and then switch to another. Decide where you
would like to see yourself after five years and in which position.
Step 5: Catch Hold of. Opportunities
Opportunity comes but once. So, whenever you get any opportunity to prove yourself
and get into your desired career, try to convert it in every way for suiting your purpose.

42
 Remember, a successful professional is also quite opportunistic in his moves, examining every
opening to turn to his favor.
2.1 5 COUNSELLING
Meaning and Definition of Counseling
In the organisational context, the concept of counseling applies to the work
environment to help employees with their work-related and personal problems, which affect
performance on the job. While earlier, employee counseling was meant to be a step that
preceded disciplinary action, nowadays, it has become a welfare measure for helping troubled
employees..Over the past decade, increased competition and rapid pace of economic
development have led to higher stress on the job, thereby enhancing the need for counseling.
Effective employee counseling is a win-win route for employers as well as employees. From an
employees' point of view, counseling symbolizes fair treatment, and for the employer, it
helps in improving employees' productivity on the job.
According to Strong, "Counseling is a face-to-face relationship in which growth takes
place 'in the counselor as well as the counselee".
According to Carl Rogers, "Counseling is a series of direct contact with the individual
which aims to offer him assistance in changing the attitudes and behaviour".
According to Robinson, "The term counseling covers all types of two person situations in
which one person, the client is helped to adjust more effectively to himself and his
environment-.
According to Smith, "Counseling is a process in which the counselor assists the counselee
to make interpretations of facts relating to a choice, plan, or adjustments which he needs to
make". two individuals i.e., client or counselee and counselor.
Learning-Oriented Process Counseling is a learning-oriented process. The client is
encouraged to diagnose his own inadequacies and to become aware of the need for initiating
corrective steps. The change achieved is more lasting than any change that is imposed.
Involves Confrontation
Counseling involves confrontation. The client must learn to confront his own inadequacies
and problems. The problems therefore, will have to be brought out. Confrontation can cause
stress„ which is a 'necessary condition for change.
4. C on tin u ou s and Time- C on s u min g Proces s It is a continuous and time-consuming
process as it takes time for the person(s) involved to understand the problem and learn how
to cope with it.
Formed for a Recognised and Agreed-Upon Purpose .
This is to enable a person to resolve or cope in some more effective manner with an
identified problem in his life. It is a formal and contractual relationship.
6. Time-Bound
The relationship ends when the purpose for which the 'relationship was formed has been met.
Sometimes this is difficult in a long-term counselling relationship. The counsellor should
resist extending the relationship in such a situation.
7. Carries Authority
This authority refers to knowledge and expertise which identifies the counsellor as a
professional. The counsellor has the authority of knowledge to help and the ability to engage
clients in problem solving.
8. Controlled Relationship
The counsellor needs to control himself with his Own feelings and impulses and manage them
in the interest of the client. It is also subject to policies, regulations and objectives of the
agency the counsellor represents. The counsellor is not expected to socialise with his clients
and needs to ensure there is no emotionally or sexually intimate relationship with them.
9. Deals with Wellness, Personal Growth, Career, and Pathological Concerns

43
 In other words, counsellors work in areas that involve relationships. These areas include intra-
and interpersonal concerns related to finding meaning and adjustment in such settings as
schools, families, and careers.
10. Theory Based
Counselors' draw from a number of theoretical approaches, including those that are cognitive,
affective, behavioral, and systemic. These theories may be applied to individuals, groups, and
families.
11. Developmental or Intervening Process
Counselors' focus on their clients' goals. Thus, counseling involves both choice and change.
In some cases, "counseling is a rehearsal for action"
12. HRD Tool
Counseling is an important tool in the hands of HRD specialists that if properly used, can
significantly enhance relations with employees and improve the chances for obtaining the
enhanced performance and organisational objectives. It helps employees in understanding their
strengths and weaknesses, in setting goals for further improvement, and generating
alternatives for dealing with various problems
Participants in Counseling
Participants in counseling are as follows:
1. Client
Client is the most important person in counseling. The client is a person who needs
counselling service. Everything that goes on is for the benefit of him. Clients seek service when
they encountered a 'problem in living' that they have not been able to resolve through their
everyday resources and has resulted in their exclusion from some aspect of full participation in
social life. Clients look for the person to provide them with time and space characterized by the
presence of number of elements that may not be readily available in the clients' everyday
life i.e., permission to speak, respect for difference, trustworthiness, and affirmation. All clients
come with their own perspectives. Each client is a unique individual with particular
characteristics and ways of dealing with the world. Therefore, each client's views and
agendas are important and need to be treated with respect.
2 . Counselor
The counselor is a professionally trained person who seeks to improve the client's performance via
continued education and self-awareness. Effective counselors are optimistic, good at
listening, non-judgmental, empathetic, tolerant to ambiguity, willing to work for the success
of others whole heartedly, treat other people as equals, willing to model appropriate thoughts,
feelings and behaviors, turn mistakes into learning experiences and care for the well-being of
the clients.
3 . Relative Participants
Relative participants are the entities who are said to be a cause for the client's problems or
significant others who are capable of influencing the client to change his undesirable
behaviours. They can be the family members of the client, the immediate supervisor at work,
HR manager, or even the leaders of employee unions of which the client is a member. Relative
participants need not necessarily participate in the counseling session; nevertheless, they play a
significant role in the development of the client.
•
Objectives of Counseling
Various objectives of counseling are as follows:
1. To Facilitate Behavior Change
A main "goal of counseling is to change something about the client. It aims at modification of
behavior, for example, removal of undesirable behavior or action or reduction of an
irritating symptom such that the individual attains satisfaction and effectiveness.

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2. To Improve Relationships
Working with people to help them improve their relationships with others is one of the most
important goals of counselling.
3. To Improve Awareness
The goal of counselling is to facilitate awareness. This is achieved by keeping the focus on the
client, acknowledging feelings, expefience, and behaviour.
4. To Assist in Decision-Making
Counselling enables the counselee to make decisions. It is through the process of making critical
decisions that personal growth is fostered. Counselling is to hien individuals learn as to what is
needed in choice making, by which is meant that the individual should learn to make
decisions' independently. In the process of decision-making, information may be required and
the'counsellor should provide it or help obtain it. The information May have to be clarified,
sorted out and analysed. The counsellor should help in this such that the counselee is able to
make responsible decisions.
5. To Facilitate Client's Potential
The immediate goals of counselling refer to the problems for which the client is seeking
solutions, here and now. This goal can be viewed as one of improving personal effectiveness.
Cou nselling seeks to maximize an individual's possible freedom within the limitation ns. set by
himself and his environment, and second, counseling seeks to 'maximize the individual's,
effectiveness by giving him control over his environment and the responses within him ,that
are evoked by the environment.
6. To Normalize Distress
An important goal of counseling is to be able to normalize distress. This may be particularly
important for clients. Who have not been able to express or experience emotional distress, who
mac/ be feeling significantly more emotionally fluid since starting.
7. To Enhance Coping Skills
Almost all individuals run in to difficulties in the process of growing up. Few of us completely
achieve all of our developmental tasks, and the various unique expectations_ and
requirements imposed on us by significant others often lead to problems. Certainly, inconsistency
on the part of significant others can result in individual's learning behaviour patterns that are
inefficient, ineffective or both. These learned coping path 2rns may serve the individual well
in most situations,
but in time, new interpersonal or occupational role demands may create an overload and
produce excessive anxiety and difficulty for the individual. Helping individuals learn to cope
with new situations and new demands is an important goal of counseling.
Process of Counseling
Various steps involved in counseling process are shown in figure
Need Awareness
Development of Relationship

Expression of Feelings and Clarification of Problems

Exploration of Deeper Feelings

Integration of Conflicting Situations and Feelings

Developing the Awareness of Counselee

Using Counseling Benefits

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 Figure: process of Counseling
Stage 1: Need Awareness: Most individuals go about their daily activities without
much awareness of situations. Inwardly they may be experiencing suffering yet they may not
seek help. Some individuals experience their problems either because of their severity or
because someone closes to them draw their attention to the problems. Such individuals are
potential clients. They seek professional assistance because of feelings of distress and
because they lack the necessary ability and information to deal with them on their own.
S tage 2: D evelop men t of Relation s h ip : This s tage focus es on the -
development of an emotionally warm and understanding relationship between the
counselor and the client. The level of relationship established goe's a long way in
determining the outcome of the counseling. The core of the counseling process is the
relationship established between the counselor and the client. It is by means of this
relationship that the counselor elicits and recognizes the significant feelings and ideas that
determine the behavior of the client. -
. 'Relationship' has immense significance in counseling. It acts as a curative agent in its
own right. It also helps the client to recognise these feelings and ideas. This determines the
quality of the relationship and affects the progress of the counseling process. Most clients do
not have effective interpersonal relationships and, therefore, are not able, to make
harmonious and self-satisfying adjustments. The counselor helps the client to make effective
interpersonal relationships and to free him from unrealistic aspirations. Rapport is essential for
an effective relationship between a client and' a counselor. It is a warm, friendly, and
understanding condition, It is a relationship that cannot be established by force. It grows out
of the warmth of the relationship. It is important counselors bring this skill to bear in
counseling relationship.
•Stage 3: Expression of Feelings and Clarification of Problems: The
expression of feelings not only helps in the release of emotional tensions but can also help in
clarifying problems and putting them in perspective:
Stage 4: Exploration of Deeper Feelings: It is necessary that the counselor should
not be content with a superficial view of the client's feelings. The counselor must try to
explore the deeper feelings and conflicting situation, which have not only . o be brought to the
surface but also satisfactorily resolved without damaging the individual's personality.
Stage 5: Integration of Conflicting Situations and Feelings: This stage is
focused on integrating the conflicting situations and feelings that are at the root of the client's
problems. This stage therefore, consists of working in close harmony with the client with
proper understanding; regard and sympathy for the client's inner feelings. This way, the
counselor is able to synthesize and integrate the client's potentialities, needs and aspirations,
and direct them towards appropriate goals.
Stage 6: Developing the Awareness of Counselee: The client is helped in gaining
insight into himself/herself, his/her problems and the world around him or her.
Stage 7: Using Counseling Benefits: This is the stage in which the client is
encouraged to make use of the benefits gained from the session to the world of realities. If
the client is not able to adapt to the surrounding, then it can be inferred that he or she has not
gained much from the counseling. It does not mean that the stage must be followed
religiously. The experience of the counselor goes a long way in determining the sequence to
follow.
Limitations of Counseling
Limitations of counseling are as follows:
1. Ignoring the Problem
The biggest mistake that managers can make with problem performers is that they
ignore the problem. Managers should realize that the best step is to get together with the

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problem performer and discuss the matter and develop an action plan to improve the
employee's performance. Depending on the nature of the problem, such intervention may put
the problem performer back on track or salvage his or her career.
2. Expensive
Counseling is costly method. The cost of employing a qualified counsellor is not
inconsiderable and it is also very less evident that employees may get benefit from
counselling.
3. Disagreement over Standards
Employees may agree that assessment of managers is accurate but then argue that the
expectations, standards, goals, or outcomes themselves aren't fair.
4. Negative Attitude
Some people consider counseling as 'foreign to them', culturally unacceptable, or a
waste of time. Other people may cease counseling before they are ready, their perceptions
may not change, they may maintain their victim status, and continue to blame others, and
so their situation has not been addressed productively.
5. Disagreement about Existence of Problem
Sometimes an employee will deny the existence of any problem, and the manager will have to
prove that one does, indeed, exist. A manager therefore should do curhent employee
performance, both god or bad. Documented observations help managers to pinpoint both the
nature of the problem and steps to correct it

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