UNIT II

Human Resource Planning &

Recruitment
Job Requirements
• Job requirements are job qualifications and
skills necessary for a certain position.
• Job requirements are usually written in form
of a list that contains most important job
qualifications, skills and qualities that a
candidate must possess in order to be able to
perform certain job duties.
• Job requirement can be identified through
proper job analysis.
• Job requirements are equally important for both
employers and job seekers.
• Their main goal is to let candidates know what is
required of them before they apply.
• For an employer, job requirements are a way of
preselecting potential candidates. By laying out
clearly defined job requirements, employer can
attract right type of candidates.
• For job seekers, job requirements are the crucial
part of job posting. They could easily know what
an employer is looking in them before applying.
Role & Importance of Jobs to Employees

➢Job has several requirement which an

employee needs to satisfy to bring the desired
outcomes.
➢Job design is an important method mangers
can use to enhance employee performance.
➢A properly designed job can have a positive
impact on the motivation, performance and
job satisfaction of those who performs them.
➢ The role of a job in an organization include the
following major aspects:
1. New learning- employees feeling of growth
intellectually
2. Direct communication- communicate directly
with people who use his/her service
3. Direct feedback- should provide immediate
feedback
4. Establishing client relationship- offer an
employee to contact client directly
5. Access to resources- should allow employees to
have access & control over resources
 Relationship of Job Requirements to HRM Functions
➢Strategic HRM planning (Assessing the need of people)
➢Job Analysis and Design (Make easy to perform for
good result)
➢Recruitment & Selection (Making job specification &
description)
➢Training and Development (Making employee
competent)
➢Performance Appraisal (Relating this to JD, JS and
Training part)
➢Compensation Management (demand based on skill &
experience)
➢Labour Relation & Legal Compliance (job duty must
match job description and collective bargaining)
Concept of Job Analysis
➢Job analysis is the procedure for determining
the duties and skills requirement of a job and
the kind of person who should be hired for it.
➢ It is the process of defining a job in terms of
tasks or behaviors and specifying the education,
responsibilities and training needed to perform
the job successfully.
➢Job analysis provides information about jobs
currently being done and the knowledge, skills,
and abilities that individual need to perform the
jobs adequately.
-DeCenzo and Robbins
➢Job analysis is the procedure for determining
the duties and skill requirements of a job and
the kind of person who should be hired for it.
-Gary Dessler
➢ The main purposes of conducting job analysis is
to prepare job descriptions and job specifications
and job evaluation which in turn helps hire the
right quality of workforce into an organization.
➢ It is a systematic procedure for gathering,
documenting, and analyzing information about
the content, context, and requirements of the
job. It demonstrates that there is a clear
relationship between the tasks performed on the
job and the competencies required to perform
the tasks.
➢ HR manager has to undertake job analysis so as
to put right man on right job.
Advantages of Job Analysis
➢ Helps at the time of recruitment and selection of right man
on right job.
➢ To understand extent and scope of training required on the
job.
➢ It helps in evaluating the job in which the worth of the job
has to be evaluated.
➢ To avoid overlapping of authority- responsibility relationship
so that distortion in chain of command doesn’t exist.
➢ To chalk out the compensation plans for the employees.
➢ To undertake performance appraisal effectively in a concern.
➢ To Have positive impact on employee motivation,
performance and job satisfaction.
The Job Analysis Information Hierarchy:
Job Terminology
• Element
• Task
• Duty
• Position
• Job
• Job family
• Occupation
• Career
• Element: A job element is the smallest unit into
which work can be divided. It helps in performing
the broader task.
• Task: It is the gathering of job elements into a
framework but smaller than the job. It is a
distinct work activity carried out for a distinct
purpose.
• Duty: Duty is that subject which is performed by
a worker. It is the sum of tasks.
• Position: It is a set of task and duties performed
by single individual in an organization. Every
employees have position in the organization.
• Job: A job is the division of closely related task
which is carried out by an individual for pay. It is
the collection of task, duties & responsibilities.
• Job family: A job family is a group of jobs which
contains similar job characteristics.
• Occupation: It refers to a group of jobs which
possess common characteristics. It is a grouping
of similar jobs found in the organization.
• Career: A career is associated with a sequence of
position, jobs or occupations that a person has
over his/her working life.
 Steps in 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 &
specifications. Following steps are involved in job
analysis:
➢ Information collection
➢ Review background information
➢ Selection of representative position to be analyzed
➢ Analysis of Job by collecting data
➢ Develop job description
➢ Develop job specification
➢ 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, etc. It is associated with
preparation of plans & programs and assignment of
responsibilities to the concerned person.
➢ Review background information: This is second step of
JA process under which the previously collected
information are reviewed to design organizational charts,
current position descriptions and specifications,
procedures, manuals and process charts. These help in
detailed assessment of job.
➢ Selection of representative position to be
analyzed: Analyzing all jobs require a lot of time,
complex and costly. So, only a representative
sample of jobs is selected for the purpose of
detailed analysis.
➢ Analysis of Job by collecting data: Under this step,
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.
➢ Develop job description: In this step, 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.
➢ 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.
Methods of Collecting Job Analysis Information

• Several methods exist that may be used

individually or in combination so that possible
errors can be minimized while collecting
information. These include:
➢ Observation Method
➢ Questionnaire Method
➢ Individual Interview Method
➢ Group Interview Method
➢ Dairy Method
➢ Technical Conference Method
➢ Observation method:
➢ It is the process of observing the job holder when they are
performing their task.
➢ The job analyst by observing job performance personally or
by using movie camera can get information regarding how a
particular job is done: workers movement, materials,
equipment used, interrelationships, etc.
Merits
✓ Availability of first hand information
✓ Use for collecting simple and repetitive work - manual work
✓ Visual impact about the activities, equipment, working
condition
Demerits
✓ Costly and time consuming
✓ Not possible in every type of job -mental activities
✓ Worker may not perform efficiently when observed
➢ Questionnaire method or Survey method:
✓ This is widely used method of collecting data from a large number
of employees for job analysis.
✓ Under this method, a number of job related questions are
determined and job performers are asked to check on the answer
presented for each questions.
Merits
✓ It is simple and easy to administrator.
✓ It is economical- large number of information can be collected at a
time .
Demerits
✓ It is time consuming- follow up may be required.
✓ Questions may be misunderstood, incomplete response, and
unwritten questionnaire.
✓ It cannot be used for all jobs and illiterate workers.
➢ Individual Interview method:
✓ This method uses face to face interview of individual to
collect information for job analysis.
✓ Employees are selected and extensively interview about
what they actually do at work.
✓ A list of question is used for interview.
Merits
✓ It helps to collect information that might not appear in
written format.
✓ Effective to understand job attributes
✓ It helps in assessing what job entails
Demerit
✓ Time consuming
✓ Subjectivity in answer
✓ It is costly- requires experts
➢Group Interview method:
✓A number of employees holding similar
positions are interviewed simultaneously
about what they do at work.
Merit
✓Improved accuracy in information
Demerit
✓hindrance from group dynamics of
interviewees
➢ Daily Diary method:
✓ Employees record their daily activities in a diary.
✓ Comprehensive information is obtained about the job
form entries made in the diary for the entire job cycle.
Merit
✓ A complete information can be obtained from the
workers.
✓ Economical and feasible way of collecting job
information.
✓ Eliminates errors caused by memory lapses.
Demerits
✓ Time consuming
✓ Not popular & Employees regard it as an added
workload
✓ Easy to collect but difficult to compile the information
➢ Technical conference method:
✓ Specialists and technicians with extensive knowledge of the jobs are
interviewed to collect information for job analysis.
✓ This method provides the information from experts and specialist.
✓ Data collection method
Merit
✓ Direct data from years of experience
✓ Offers more accurate information
✓ Based on the advice of Subject Matter Experts (SME)- highly
competent and efficient
Demerits
✓ Sometime it is difficult to gather experts for technical conference.
✓ SME may not be able to break the work in tasks as s/he is looking at
the job from a bird’s eye view.
✓ The whole process is highly time consuming. Different experts may
have different opinion.
✓ It lacks two way communication
Outcomes/ Purposes of Job Analysis

Job Analysis

Job Job Job

Description Specification Evaluation
(JD) (JS) (JE)
➢ Job Description:
✓ Job description is a profile of job requirement.
✓ It is a written statement of what the job holder does,
how it is done, under what conditions and why.
✓ It also includes whom the position reports, salary range
for the position, promotion, transfer, etc.
✓ It provides information about working conditions,
equipment, tools, relationship with other members
and authority.
✓ It is also a foundation for describing recruitment,
performance appraisal, training and development
purpose.
✓ It is a profile of overall summary of jobs.
Contents/Components of Job Description:
✓ Job title/ job identification/ organizational position
✓ Location
✓ Job summary
✓ Duties and responsibilities
✓ Machine, tools and equipments
✓ Organizational interactions
✓ Supervision given or received
✓ Working conditions
✓ Salary and benefits
✓ Hazards
✓ Other job characteristics
✓ Job title/ job identification/ organizational position:
This includes the job title, alternative title, department,
division and unit and code number of job.
✓ Location: The location give the name of the place. It
entails where the department or the physical location
locates. It provides knowledge regarding the platform
where they had to perform their job.
✓ Job summary: This serves two important purposes.
First is it gives additional identification information
when a job title is not adequate and secondly, it gives
summary about that particular job.
✓ Duties and responsibilities: This gives a total listing of
duties together with some indication of the frequency
of occurrence.
✓Machine, tools and equipments: It defines
major types of machine, tools, equipments
and materials to be used.
✓Organizational interactions: There should be
a proper interaction on both inside and
outside organization.
✓Supervision given or received: This will give an
idea to the number of persons to be
supervised along with their job title. It also
provides right to make decision and gives
order to sub-ordinate.
✓ Working conditions: It gives the information
about the environment in which the job holder
must work.
✓ Salary and benefits: It describes the
compensation type and salary amount and
includes standard benefits associated to their
position.
✓ Hazards (danger/risk): It gives the employee the
nature of risk of life and their possibility of
occurrence.
✓ Other job characteristics: It provides knowledge
regarding policies and practices.
Uses of Job Description
➢Job grading and classification
➢Provides base for preparing job specification,
leading to recruitment and selection
➢Placement of new employees on a job
➢Orientation of new employees toward basic
duties and responsibilities
➢Promotion and transfers
➢Taking preventive actions for hazardous
conditions
➢ Job Specification:
✓ Job specification is a profile that specifies
minimum acceptable level of education, skill,
training, experience, attitudinal and personnel
requirement to perform the job successfully.
✓ It summarizes the human characteristics.
✓ It states what kind of people should be hired for
the job.
✓ Job specification translates the job description
into human qualification.
✓ It is a profile of human characteristics needed by
the person performing the job.
Contents of Job Specification:
✓ Education
✓ Experience
✓ Training
✓ Knowledge
✓ Physical effort/ health
✓ Skills
✓ Other interest and aptitudes
✓ Abilities
✓ Desirable attributes
✓ Unusual sensory demands
✓ Education: It is the qualification required for the
determined post. It may be years of schooling or
degree holder from the reputed university, etc.
✓ Experience: It clarify the experience that you hold in
your prior job. Such as: working experience in the
similar job field for three years or five years.
✓ Training: It defines the training undertaken by the
candidates in the related field such as: computer
training, accounting training, educational training, etc.
✓ Knowledge: It is the plus point to the candidates if they
have extra knowledge. Such as: fluency in various
languages, tourism knowledge and other.
✓ Physical effort/ health: It describes the physical ability
of person such as: good health, emotional stability, etc.
✓ Skills: JS also includes the various skills required in an
candidates. Such skills may be fluency of English speaking
and writing, communication, etc.
✓ Other interest and aptitudes: Candidates interest in other
things such as: sports, culture, etc are also included in JS.
People’s aptitude differ from one person to another.
✓ Abilities: The abilities required may be doing overtime
work, sitting/standing/walking, judgment, making
decisions, etc.
✓ Desirable attributes: Sometimes a specified attributes is
needed to perform the task such as: age limit, women
candidates, unmarried lady, etc.
✓ Unusual sensory demands: There should be clearly notified
that undesirable attribute should be disclosed in prior. Such
as: the person who is pilot or traffic shouldn’t have eye
problem.
EXAMPLE
Title: Sales Manager
Department: Sales Division – Kathmandu, Nepal
Reports to: V.P. of Sales – Kathmandu, Nepal
Job Objective:
• Responsible for the development and performance of all sales activities in
assigned market. Staffs and directs a sales team and provides leadership towards
the achievement of maximum profitability and growth in line with company vision
and values. Establishes plans and strategies to expand the customer base in the
marketing area
Responsibilities:
• Develops a business plan and sales strategy for the market that ensures attainment
of company sales goals and profitability.
• Prepares action plans by individuals as well as by team for effective search of sales
leads and prospects.
• Initiates and coordinates development of action plans to penetrate new markets.
• Assists in the development and implementation of marketing plans as needed.
• Provides timely feedback to senior management regarding performance.
• Provides timely, accurate, competitive pricing on all completed prospect
applications submitted for pricing and approval, while striving to maintain
maximum profit margin.
Relationships and Roles:
• Internal / External Cooperation
• Insures that all Executives meet or exceed all activity
• standards for prospecting calls, appointments, presentations, proposals
and closes.
• Delegates authority and responsibility with accountability and follow-up.
• Maintains contact with all clients in the market area to ensure high levels
of client satisfaction.
• Demonstrates ability to interact and cooperate with all company
employees.
Job Specification
• 5-7 years of experience in sales management.
• Experience with enterprise software solutions and large, complex
organizations.
• Extensive experience in all aspects of Supplier Relationship Management.
• Strong understanding of customer and market dynamics and
requirements.
• Willingness to travel and work in a global team of professionals.
• Proven leadership and ability to drive sales teams.
• Bachelor degree in Marketing
 Assignment
VISIT www.merojob.com or any other online job
portal and take a sample of job description and job
specification of an NGO/INGO as a sample and
prepare a JD and JS for the post of Hospital
Administrator for Teaching Hospital
OR
For the post of Principal for Bachelor’s and
Master’s College

Submission date: 2079/08/08

➢ Job Evaluation:
✓ JE is the process of analyzing and assessing the various jobs
systematically to ascertain their relative worth in an
organization.
✓ Jobs are evaluated on the basis of their content such as
responsibility, efforts, skills, working conditions, etc and are
placed in the order of their importance.
✓ In this way, a job hierarchy is established in the
organization.
✓ The main purpose of JE is fixation of satisfactory, fair and
equitable wage so that they may get wages according to
the worth of jobs.
✓ It is the process of rewarding the job after it has been
analyzed. Thus, JE is a ranking of jobs not the job holder.
Purpose of Job Evaluation:
✓It provides information for developing a
compensation package.
✓It helps to establish satisfactory wage
differentials.
✓It rates the job not the job holder.
✓It servers as the basis for fixing a fair and
equitable salary and wage structure.
Job Design
• JD is concerned with organizing of task, duties
and responsibilities into a unit of work.
• It is the process of determining a specific task
to be included in a job and the methods of
performing those task.
• Job design integrates work content, rewards
and the qualifications required for each job in
a way that meets the needs of employees and
the organization.
➢ Job design is the way in which job task are
organized into a unit of work.
-Robbins and DeCenzo
➢ Job design refers to organizing task, duties and
responsibilities into a productive unit of work.
-Mathis and Jackson
➢ Thus, job design refers to the way the task are
combined to form a complete job. It is about
designing a job that reduces work monotony,
frustration of workers and simultaneously
encourage and motivate workers for better
productivity and satisfaction.
Benefits of Job design (Organization)
➢Improved organizational productivity
➢Healthy industrial relations
➢Offers basis for proper organization structure
and design
➢Better motivation and QWL.
Benefits of Job design (Employees)
➢New learning
➢Improved motivation and satisfaction
➢Proper use of employees abilities and interests
➢Better rewards and benefits
 Methods/ Approaches of Job Design
➢Scientific Management Method
➢Herzberg Motivation- Hygiene Theory/ Job
Enrichment Method
➢Job Rotation Method
➢Job Enlargement Method
➢Job Characteristics Method
➢Socio-Technical System Approach
➢Autonomous Work Group
➢ Scientific Management Method:
➢ F.W. Taylor propounded scientific method which
describe one best method of doing a job.
➢ This method defines the specialization, standardization
and simplification that are used for job design.
➢ Worker specialized in doing one particular type of job.
➢ This technique uses work simplification method that is
job is simplified by breaking down the task of the job.
➢ Time and motion studies are used to find one best way
of doing the job.
➢ This method is applicable to labour incentive job.
Principles of Scientific Management:
1. Replacement of old rule of thumb method
2. Scientific selection and training of workers
3. Cooperation between labour and management
4. Maximum output (management and worker should
try to maximize it)
5. Equal division of responsibility (management +
worker)
Criticism of Scientific Method:
➢ Speeding up workers, less initative, exploitation of
workers, weakening of trade union, etc.
➢ Herzberg Motivation- Hygiene Theory:
➢ To improve productivity and employee motivation,
Herzberg developed two factor theory of motivation;
which is job enrichment focused.
➢ That’s why it is also known as Job Enrichment Method.
➢ It improves both task efficiency and human satisfaction
by adding more challenging and meaningful job
responsibilities, more opportunities for individual
advancement and growth.
➢ An enriched job will have more variety of task control,
achievement and autonomy power.
➢ Employee does more planning and controlling with less
supervision.
➢ Job Rotation Method:
➢ In this method, employees are allowed to move
from job to another for a short period of time.
➢ The jobs are not changed, only the employees are
rotated.
➢ With a view to saving employees form boredom
and frustration caused by similar and repetitive
jobs for a long period of time.
➢ Employees can use their skills and abilities to
perform task.
➢ It makes employees competent in several jobs
and their self image is improved.
➢Job Enlargement Method:
➢It involves expanding the number of task or
duties assigned to a given job.
➢It is the process of adding similar task.
➢There is only horizontal expansion of the job.
So it is also called horizontal job loading.
➢Before enlargement, workers perform a single
specialized task; afterward, they have a
“lager” job to do.
➢It increases job satisfaction since wide range
of employees skills are used.
➢Job Characteristics Method:
➢This approach, formulated by Hackman &
Oldham in 1975, has received by great deal of
attention from researchers and managers
interested in job design.
➢This model explains in detail how managers
can make job more interesting and motivating.
➢Hackman and Oldham have identified five
core job dimensions. They are:
➢Skills variety: The degree to which a job requires a
variety of different skills.
➢Task identity: The individual does the task from the
beginning to the end with a visible outcomes in mind.
➢Task significance: The degree to which a job has a
substantial impact on the lives or work of other
people, whether in the immediate organization or the
external environment.
➢Autonomy: The degree to which a job provides
substantial freedom and independence to the
individual in scheduling the work and in determining
the procedures to be used to in carrying it out.
➢Feedback: The degree to which job activities give the
individual direct and clear information about the
effectiveness of his or her performance.
➢ According to this model, internal work motivation
and the other effects are seen as occurring only if
three psychological states exists:
➢Experienced meaningfulness- degree to which the
individual experiences and perceives his work as
generally meaningful, valuable and worthwhile.
➢Experienced responsibility- degree to which an
individual feels personally responsible for the
outcome of his efforts.
➢Knowledge of results- degree to which individuals
continuously understand how effectively they are
performing the job.
➢Thus, this method is based on premises that it
is possible to alter a job’s character and create
conditions of high work motivation,
satisfaction and performance by recognizing
that people respond differently to the same
job.
➢ Socio-Technical System Approach:
➢ Under this approach to JD, social and technical
aspects of the organization are considered.
➢ Under it, jobs are designed according to
individual needs and organizational
requirements.
➢ This approach thus considers the social aspects
and technical system of the job.
➢ Peer supervisor relationship, need for group work
and creation of supportive environment are some
key elements of the socio-cultural approach.
➢ It is useful to design jobs to satisfy team or group
of employees.
➢Jobs are created to deal with the situational
demand for technical and social needs.
➢The technical and social aspects of the job are
analyzed in order to create jobs which have a
supportive relationship.
➢Moreover, it requires a combined effort of
employees, supervisors, and union
representatives to design and redesign the
jobs under this approach.
➢Merits of Socio-technical System Approach:
➢Jobs designed under this approach provide greater
employee job satisfaction because of fulfilling
social needs of employees.
➢This method gives more emphasis in the
participation of employees. So, the overall
productivity of the organization is expected to be
increased.
➢Employees can relate their output and social
benefits. This helps to increase the tenure of
employees.
➢Jobs create a learning environment. So, employees
will be more skillful.
➢ Autonomous Work Group/ Self Managed Work
Team:
➢ In this approach, work team is designed on work
process rather developing a specialized
departments.
➢ This team consist of 10-15 employees who
complete an entire responsibilities with less (no)
mentoring, supervision and coaching.
➢ This team is self directed autonomous team, they
are self managed.
➢ To make jobs more meaningful and to increase
productivity and commitment, more
organizations are using work team method.
➢ The autonomous work group is free to decide
➢ Which working methods will be used
➢ Who shall belong to the group
➢ Who shall take charge of directive duties if they come into
prominence (leadership)
➢ Who shall perform which duties
➢ The group is free to decide on individuals production
method, internal leadership, recruitment and internal
distribution of task.
➢ They solve problem, implement solution and take full
responsibility for outcomes.
➢ In this approach, the main focus will be on work groups
and their tasks instead of focusing on the one-man-
one-job relationship.
 Human Resource Planning
• HRP is the future course of action of an organization
determined with respect to its manpower in terms of
their procurement, development, motivation and
maintenance, for effectively carrying out organizational
activities necessary to attend organization’s objectives.
• HRP in other specific term is determining and ensuring
that the organization has its position filled with right
type of person for carrying out different activities.
• It may be stated that HRP is to ensure that right man in
the right place to perform activities efficiently and
effectively and help the organization achieve its
objectives.
➢ HRP is the process by which an organization ensures
that it has the right number and kind of people, at right
place, at right time, capable of effectively and
efficiently completing those tasks that will help the
organization achieve its overall objectives.
-DeCenzo and Robbins
➢ HRP is the process by which an organization attempts
to ensure that it has the right number of qualified
people in the right jobs at the right time.
-Stone
➢ Thus, in conclusion HRP is the process for ensuring that
the human resources requirements of an organization
are identified and plans are made for satisfying those
requirements.
 Importance of HRP
• Uncertainty reduction
• Objective focused
• Environmental adaptation
• Acquisition of human resource
• Effective Utilization of human resource
• Development of human resource
• Cost reduction
• Improved labour relation
➢ Uncertainty reduction
➢HRP is made after careful environmental scanning and
proper assessment of organization’s manpower
strength and requirement. Therefore, it can effectively
reduce uncertainties coming from external
environment forces as well as from within the
organization.
➢ Objective focused
➢HRP focuses on achievement of objectives of the
organization. Top management implement strategic
planning to achieve objectives. Demand forecast for
human resource are based on objectives, strategies
and the revenue plan of the organization.
➢ Environmental adaptation
➢HRP considerably helps organization to adjust with
environmental forces by developing its employees
through training & development process. Moreover,
HRIS planning adequately inform people at different
level with relevant changes taking place in external as
well as internal fields.
➢ Acquisition of human resource
➢HRP determines future HR needs. It is the first
function of HRM. HRP facilitates recruitment and
selection of employees to fill job vacancy. It also
facilitates career planning and employee
development.
➢ Effective Utilization of human resource
➢HRP ensures that all the positions of the organization
are filled with people who have adequate knowledge,
skills and required attitude. Therefore, through such
arrangement, organization succeeds in utilizing its
scarce resources very effectively.
➢ Development of human resource
➢One of the objective of HRP is to enhance QWL which
also considers development or growth of employees
on the job through appropriate training and
development programs as well as through career
development plans, employees development is
committed. This enhances employees commitment
towards organization as well as their satisfaction.
➢ Cost reduction:
➢HRP is based on the careful analysis of manpower
requirement. It also considers surpluses and shortages
of manpower and develops appropriate plan of action
to manage them. It also takes them into account and
attitudinal requirements for different positions.
➢ Improved labour relation:
➢Labour dispute is an outcome of misperception, lack
of communication and different interest. HRP ensures
adequate flow of information to all individuals and
section and also harmonizes interest. Therefore, a
properly developed HRP helps in developing better
understanding and better relation.
 Process of HRP
A sequence of step need to be taken to
formulate HRP as under:
• Assessment of current HR
• Forecasting HR demand
• Forecasting HR supply
• Matching demand & supply forecast
• Preparation of Action plan
• Control and evaluation
• Assessment of current HR:
➢ This is an internal analysis that includes an inventory of the
employees and skills already available within an organization. This
looks toward the jobs currently done by the people. It is based on
human resource inventory, HRIS and Job analysis.
• Forecasting HR demand
➢ It is the process of estimating the future quality and quantity of
people. It is based on the annual budget and long term corporate
plans. It is the time bound process of determining future needs for
human resources. One of the important aspect of demand
forecasting is the forecasting of the quality of HRs competencies in
addition to quantity of HRs. Factors that affect HR demand forecast
are as follows:
– External environmental forces
– Organizational objectives
– Business plan
– Succession plan
– Workforce factor
– External environmental forces: It can be political-legal,
economic, socio-cultural and technological forces. They
influence future demand for HRs. They are dynamic and keep on
changing.
– Organizational objectives: They are desired results that
organization plans to achieve in future. HR demand forecasting
should be based on organizational objectives.
– Business plan: This estimates the scale of business activities in
terms of remaining forecast for estimating number and skill of
human resource needed in future.
– Succession plan: It provides internal supply forecast of
managerial employees ready to move into higher position that is
vacant.
– Workforce factor: It consists of work study resulting from
promotion, transfer, retirement, resignation, termination, death
of employees and need for temporary employees and part time
employees.
• Forecasting HR supply
➢ Supply forecasting estimates future source of human
resources that are likely to be available from inside and
outside the organization.
➢ HR supply is based on two major sources: internal and
external.
➢ HR inventory gives clear picture of HR mix that is available
within the organization with some added plan like transfer,
promotion, etc.
➢ External source also serve as a stream to get required HR.
External source however are more expensive and time
consuming.
➢ HR supply from within the organization is also influenced by
the factors like employees reporting their jobs after
completion of their leave, transfer from other department,
promotion etc.
• Matching demand & supply forecast:
➢ Demand & supply forecast of HRs are matched to
determine future HR requirement. The result of this
effort pin points shortages or overstaffing both in
number and kind of people. HR manager plan whether
the supply is sufficient or should demand more.
• Preparation of Action plan:
➢ Action plans are prepared to deal with shortages and
surpluses of HRs. It is a time bound process. Action
plan involves recruitment and selection of new
employees, developing them through training, career
development program, compensation, transfer,
promotion and other facilities.
• Control and evaluation:
➢This is a process for measuring progress of
action plan implemented in the organization.
A special process is set up for evaluation,
which is also called HR Audit.
 Forecasting Demand & Supply of
Human Resources
• Human Resource forecasting is the process of
estimating HR demand and supply for a given
period such as one, three, five years and
more.
• There are number of methods available for
the demand and supply of manpower.
Techniques for Forecasting HR Demand
• Judgmental Technique
– Managerial judgment
– The delphi technique
– Nominal group technique
• Statistical technique
– Ratio-tend analysis
– Simple linear regression equation
– Multiple linear regression equation
• Judgmental Technique
– Managerial judgment: This is the technique used
by top managers to estimate the manpower
demand in the organization. There are two
approaches used to make the managerial
estimate. First, when the estimation of demand is
made by top management and is sent to the
middle or lower level managers, it is called top-
down communication. Second, when the
estimation of HR demand is made by the lower
level managers who send it to the top
management for further revisions, it is called a
bottom – up communication.
• Judgmental Technique
• The delphi technique: A panel of
supervisors/managers very familiar with the
demand of HR at hand is formed. Those experts
work privately and not in an assembled group.
Each expert is asked to make predictions of future
events. A moderator (HRP expert) collects the
predictions, summarizes them, and distributes
them to the panel members for another round of
forecast. Above round is repeated until the
experts opinions begin to agree. At last,
uniformity of opinions takes place and an
acceptable forecast is obtained.
• Judgmental Technique
• Nominal group technique: In this technique
several experts (HR managers) sit around a
conference table and independently list their
ideas on a sheet of paper (or in a computer).
After 10 to 20 minutes, they express their
ideas to the group. As these ideas are
presented, they recorded on larger sheet of
paper ( or projector screen) so that everyone
can see all the ideas. During a group exercise,
there will be no hot discussions or criticisms.
• Statistical technique
• Ratio-tend analysis: It is more scientific than
judgmental technique. It is also the quickest
forecasting technique. The technique involves
studying past ratios. It is a popular
mathematical technique to forecast HR
demand. It means making estimates based on
the ratio between (a) some casual factor, like
sale volume and (b) number of employees
required, e.g number of salesman.
• Statistical technique
• Simple linear regression equation: Using this
technique, an estimation of future HR is
obtained by establishing relations with the
past production, sales and business levels.
When a relationship is established between
past level of sales and employment,
predictions of future sales can be used to
make predictions about future manpower
demands.
• Statistical technique
• Multiple linear regression equation: This is an
extension of simple regression analysis where
instead of one variable, more than one
variable, e.g. sales volume, productivity and
technical equipment are considered to
determine future manpower demands.
Techniques for Forecasting HR Supply
• Judgmental Technique
– Replacement planning
– Succession planning
• Statistical technique
– Transition/Markov matrix
– Gain and loss analysis
• Judgmental Technique
➢ Replacement planning
• A replacement chart can be used to predict the
internal supply of manpower for a year.
• From the analysis of this chart one can easily
understand where the potential vacancies are
and what type of position must urgently be filled.
• In this chart, the names of the potential
candidates will be written, together with their
present performance level and potentiality for
future promotion.
Replacement Planning Chart
• Judgmental Technique
➢ Succession planning
• This technique tends to be longer term and more
developmental and offers greater flexibility.
• This planning is used to develop a pool of qualified managers
and to develop them with a view to management
succession.
• This is a special type of planning used to forecast potential
managers for future promotion in the higher management
levels.
• The purpose of succession planning is to identify, develop
and make the people ready to occupy higher level jobs and
when they fall vacant.
• Whereas a replacement chart shows the potential vacancies
to be filled, succession planning ensures development of
managers to take that position as required by the chart.
• Statistical Technique
➢ Transition/Markov matrix
• It is a quantitative technique.
• This technique derives transition rates from the
analysis of the past HR data concerning
promotions, transfers, demotions, quits,
terminations and perhaps recruitment.
• Based on the analysis of these transitional events,
estimates of future human resource supply can
be made.
• So, it forecast internal supply of HRs. It track past
employee movement to project future supply.
According to the model Markov analysis includes the
following activities
• Planning to develop an effective HR forecasting system.
• Estimating the overall demand for future personnel to
be satisfied from internal labor supplies.
• Projecting the number of personnel that will be
needed to satisfy business objectives.
• Estimating HR supplies based on historical analysis of
the movement of personnel (eg. Transfers, promotions,
etc) and
• Forecasting the total number of personnel who can be
used to satisfy requirement from
• Statistical Technique
➢ Gain and loss analysis
• HR managers can identify future flows and
internal availability of human resources through
gain and loss analysis.
• The steps are:
✓ Determine number of losses (i.e transfers, quits,
promotions/demotions, discharges etc)
✓ Determine number of gains (i.e transfers,
promotions etc)
✓ Determine anticipated net internal supply
(beginning inventory – projected loss + projected
gain = net supply)
 Human Resource Inventory (HRI)
• HRI is a group of active talent capital in the organization.
• HRI is a skill inventory of HRs that consist of up to date
information of employees in the organization.
• HRI is the common method used to access the internal
supply of the employees.
• It is prepared on the basis of forms completed by the
employees and then checked by supervisors.
• It tells management about what individual employees can
do.
• From HRP point of view, HRI is valuable in determining
what skills are currently available in the organization.
• It provides a mechanism for filling position internally
ensuring that existing employees are not overloaded and
selecting for training and development program.
 Human Resource Inventory (HRI)
• The information included in the inventory are:
➢ Name of the employees, age, gender, marital status, etc.
➢ Educational qualification
➢ Training undertaken
➢ Prior employment experience
➢ Current position
➢ Performance rating
➢ Salary level
➢ Language spoken
➢ Capabilities
➢ Specialized skill
➢ Job and location preferences
Human Resource Information System (HRIS)
• HRIS is sometime referred as Human Resource
Management System (HRMS) which is designed
to quickly fulfill the HRM informational needs of
the organization.
• HRIS is data base system that keeps important
information about employees in a central and
accessible location.
• When such information is required the data can
be retrieved and used to facilitate employment
planning decision.
 Human Resource Information System (HRIS)
• HRIS is the method by which an organization
collects, maintains, analyzes and report information
on people and job.
• It is the process of integrating a variety of different
activities into a logical, meaningful way to complete
given goals.
• It provides excellent database for HR planners, &
that helps planners for decision making.
• It is a computer based system developed from
employee and payroll records.
• HRIS are now more “User Friendly” and provide
quick and responsive reports.
Contents of HRIS
• Personal Data: Name, Address, Gender, Marital
Status, DOB, No. of Children, etc.
• Skills Data: Educational qualification, Training
received, Language Spoken, Capabilities, Special
skills, etc.
• Position Data: Current position, Duties and
responsibilities, Work location, Occupation history,
etc.
• Compensation Data: Current salary, Past salary,
Bonus, Overtime payment, Deduction form salary,
Award received, etc.
• Performance Data: Current and past performance
appraisal data.
Purpose/Use/Benefits of HRIS
• Helpful in HR planning and analysis (provides charts, skill
inventory, turnover analysis, etc)
• Help to implement equal employment opportunity (from
application tracking, workforce utilization, availability analysis
reports in the system, etc)
• Offers data regarding staffing functions (recruiting sources,
application tracking, job offer refusal analysis data, etc)
• Helpful tool to plan and implement HRD programs (identify
employee training profile, training need assessment,
succession planning, etc)
• Useful to implement compensation and benefits program
(pay structure, flexible benefit administration, vacation usage,
etc)
• Helpful on designing health/safety and security programs
• It offers useful information which can be used in employee
relation, etc.
Recruitment
• Recruitment is the process of informing the potential
candidates internal or external about the job vacancies
in an organization persuading and encouraging them to
apply for job.
• Recruitment brings together employer and employees.
• It is the process of finding right people for the right
position at the right time.
• It is concerned with identifying and attracting the pool
of qualified candidates to fulfill HR needs of an
organization.
• The more application received, the better the
recruiters chance of finding an individual that jobs
require.
• It is a part of acquisition component of HRM.
• The recruitment process begins with searching
the candidates and ends when applications
are received.
• Recruitment is the positive step because it
aims at increasing the number of applications
from suitable candidates in contrast to the
selection process which is termed as negative
step since it aims at eliminating unsuitable
candidates for specific position.
Recruitment is the process of searching for
prospective employees and stimulating them to
apply for job in organization.
-Edwin B. Flippo
Recruitment is the process of finding qualified
people and encouraging them to apply for work
with the firm.
-Wendell French
Recruitment is the discovering of potential
candidates for actual or anticipated
organizational vacancies.
-DeCenzo & Robbins
In conclusion, recruitment is about locating
the competent candidates, informing them
about job vacancies and encouraging them to
apply and function of recruitment is over with
the receipt of applications from those
candidates.
Recruitment Process
• Identify vacancy
• Job description and specification
• Advertising the vacancies
• Managing the response
• Short-listing
• Evaluation and control
Sources of Recruitment
Sources are the pool for locating prospective candidates.
The sources of recruitment can be discussed below:
• Internal source of recruitment
– Promotion
– Transfer
– Rehire and recall
– Job rotation
• External source of recruitment
– Employment exchanges
– Private employment agencies
– Educational institution
– Professional associations
– Trade union
– Unsolicited application
Internal source of recruitment
This is locating, informing and encouraging existing
organizational employees to apply for the vacant
position. Internal recruitment is a widely accepted
policy of different organization.
– Promotion: It involves promoting the existing
employee in higher position. It is a vertical and
upward movement of hierarchy. They are the
employee who are eligible and competent for
promotion and matched with the organizational
needs. Internal source may be plus point to
organizational development since it cut off the
recruitment cost.
Internal source of recruitment
– Transfer: It is a horizontal movement in the organization. It
provides opportunities for the employees to broader their job
knowledge by providing increased interest and possibility of
future promotion. Transfer is the process of moving an
employee from one job to another of the same level at
different location.
– Rehire and recall: The person who were the part of
organization but due to downsizing and re-engineering
effect, they laid-off temporarily or permanently may be
rehired by the organization to fill the vacant post.
Organization like to rehire or recall these employees because
they possess skills, experience and are familiar with the
organization’s culture, style and way of doing job.
– Job rotation: It is the process of moving the employees from
job to job. It is a kind of temporary assignment. It helps
employees to grab new opportunities, acquire different skills
and abilities.
 Merits & Demerits Internal source of recruitment
Merits:
➢ Internal recruitment allows management to select better and
experienced employees.
➢ It provides candidates who are well adjusted with organization's rules,
policies and norms. Hence, organization’s environment getting threat
is minimum.
➢ It has motivational value because this policy assures employees for
development prospects.
➢ It is economical and less time consuming.
Demerits:
➢ Internal recruitment does not provide wider option for selecting the
best possible candidates.
➢ It does not allow fresh blood mind and ideas to enter the organization
that is so essential for getting new direction under competitive
environment.
➢ It becomes a means of favoritism, and dirty politics in the
organization.
• External source of recruitment
It refers to locating suitable candidates outside the organization
informing them about job vacancies and encouraging them to apply
for bidding for selection. Prospective candidates are searched through
the external source.
– Employment exchanges: It refers to an office which collects and
furnishes information on the prospective employers, available
vacancies and job seekers, thereby facilitating jobseekers to find a
suitable job and for industry to find the suitable manpower. They
maintain a data bank of job seekers and job vacancies. Examples of
employment exchange are merojob.com. Rollingplan.com,
nepaljob.com, etc. (Generally, central or state govt. operates it)
– Private employment agencies: They are the agencies who carry out
recruitment functions on behalf of their client. The advertise
vacancies, short listing, selection, counseling and other services.
– Educational institution: It is the source that encourage young and
bright educated individual to apply for vacant post. Usually, they
lack work experience and they are taken from reputed schools,
colleges and universities. Today, most of the organization use this
technique since it saves time and money.
• External source of recruitment
– Professional associations: They are the professional persons
such as accountant, lawyers, doctors, etc. It is an important
source for recruiting professionals. This association maintains
a list of people name and details.
– Trade union: It is an external source for semi-skilled workers.
They maintain the data of bank of unemployed members. This
source is especially used in construction industries.
– Unsolicited application: It can be collected by following
methods:
• Walk-ins: They are the candidates who come to apply for jobs by
walking into HRD. They are usually unskilled or semi-skilled workers.
• Write-ins: They are the job seekers who send the written bio-data to the
organization in search of the job. They are unsolicited applicants.
• Electronics: It is a process of sending bio-data through internet on
respective websites. It is a most popular source in today’s context.
Merits & Demerits of External source of recruitment
Merits
➢ It provides wider opportunities and scope for selecting the
best possible candidates.
➢ It is beneficial in terms of getting person’s with new ideas
and outlook.
➢ The organization can get new spirit direction for competing
in market successfully.
Demerits
➢ It is a lengthy and time taking as well as costly process.
➢ There is chance of wrong persons being selected.
➢ Outsider may require extensive induction and socialization
program as well as training programs for easy adoption and
efficient performance.
Methods of Recruitment
• Internal Recruitment Method
– Job posting
– Employee referral method
– Human resource inventory search method
• External Recruitment Method
– Advertising method
– Employment agencies/exchange
– Educational institution placement
– Employee referrals
– Walk-ins, write-ins and cyberspace
• Internal Recruitment Method:
They are launched from inside the organization.
➢ Job posting: This is an open invitation to all the employees in an organization
to apply for job vacancies. It provides equal opportunities for employees
growth and advancement, creates greater openness, provides promotion
and career development. Position, location, pay scale and qualification are
already described. Interested employees are asked to apply for the job. The
means used to announce for job vacancies are bulletin boards, in-house
newsletters or newspapers, circular or memos, electronic mail.
➢ Employee referral method: Under this methods, employees are nominated
by supervisor. Candidates are located within the organization, qualified and
hardworking staffs within the organization is more preferred. Supervisors
generally recommend best qualified candidates for the vacant post. But this
may create conflict since superior may recommend friendly subordinates.
This is recruitment by “Word of Mouth”. Temporary or casual employees
working in the organization can also be refereed by permanent employees.
➢ Human resource inventory search method: This method provide information
about candidates and also aid internal job posting and employee recall. It is
a search of HRI currently employed in the organization. It tells management
what individual can do since, all information about candidate is available
and it is very easy to consider candidate for a position. The information
included are: personal information, educational qualification, training
undertaken, employment experience, performance rating, salary level,
language spoken, others.
• External Recruitment Method:
Recruitment method is also done through
outside the organization sources.
➢Advertising method
➢Employment agencies/exchange
➢Educational institution placement
➢Employee referrals
➢Walk-ins, write-ins and cyberspace
• External Recruitment Method:
Recruitment method is also done through outside the
organization sources.
➢ Advertising method: Advertisement is most widely used
method of recruitment. Under this method, organization gives
public information regarding job vacancies and stimulates
candidates to apply for jobs. Advertisement can be given in
daily newspaper, magazine, internet, poster, bill board, radio,
TV, etc. The selection of media of advertisement depends on
level and quality of manpower required. Advertising are of two
types. They are:
➢ Wants ads or open ads: which identifies the employer, describe the
job, benefits and tell prospective candidates how to apply. They
attract large number of applicant.
➢ Blind ads or closed ads: which do not identify the employer.
Interested candidates are asked to apply to post box number. They
attract small number of applicants. It is a confidential process.
Advertising media can be print, visual and audio-visual.
• External Recruitment Method:
➢ Employment agencies/exchange: Employee agency serve
as a good source for recruitment because they have good
stock of employees record. It brings job seekers into
contact with job giver. Now a days, these agencies also
recruit on behalf of the organization with disclosing the
identity of organization.
➢ Educational institution placement: Educational institution
at all levels offer opportunities for recruiting recent
graduates. Most educational institutions operate
placement services where prospective employer can review
credentials and interview graduates. Whether the job
requires high score diploma, specific vocational training or
bachelors, masters or doctorial degree. Educational
institution are an excellent source of potential employees.
University internship program also serve as an important
source of recruitment.
• External Recruitment Method:
➢ Employee referrals: Current employees recommend their friends and
relatives from outside the organization for the vacant post. Such
candidates tend to be better qualified for the jobs. They also tend to
be better informed about the job and the organization so that they
can be comfortable with the job provided to them and also can be
properly involved and well known with the organizational cultures
and rules. This is a “word of mouth recruiting”.
➢ Walk-ins, write-ins and cyberspace: Walk-ins are the job-seekers
who arrive at factory gate or HR department in search of job. They
serve as a source for recruitment of unskilled or semi-skilled workers.
This method is cost effective for hourly work. Write-ins are the job
seekers who send written enquires in search of a job. They serve as a
source of recruitment for future job opening, qualified and up-to-
date employees can be selected. Cyberspace The biodata of
employees are provided in the respective websites of the
organization. This is the modern form which occupied widen space.
Many companies currently use internet to recruit new employees by
adding or recruitment selection to their websites.
 Recruitment of Protected Classes
• People from the society apply for job, and they all are
different in terms of their physical and mental abilities.
• They differ in terms of age, sex groups, origin, religion,
color, etc and to provide equal employment opportunity,
every country has developed certain kinds of acts/rules to
bring equality in HR (recruitment) practice.
• Protected class are recruited under two basis: Mandatory
(compulsory acts to be followed) & Voluntary (some
companies go beyond the acts and offer more
opportunities to protected classes).
• Protected class includes: disable people, under privileged
group, other differences.
• To understand the concept, we need to know two major
things:
1. Equal employment opportunity, & 2. Affirmative action plan
➢ Equal Employment Opportunity (EEO) : It refers government
attempt to create equal employment opportunity to the
individuals coming from different background, ethnicity,
race, culture, sex, religion, color, etc.
To enforce this concept, government have used
constitutional amendments, legislation, and executive
orders; however equal employment laws are not the same in
all countries.
➢ Affirmative Action Plan (AAP): It is called reverse
discrimination. The main objective of affirmative action plan
is to remedy past and current discrimination. Affirmative
action plan makes special provisions to recruit, train, retain,
promote, or grant some other provisions. (quota system)
The constitution of Nepal 2072 has provision to recruit
protected classes in government and semi government
organizations.
Electronic Recruitment
• Electronic recruitment (online recruitment) is the
practice of using technology for finding, attracting,
screening/assessing, interviewing and hiring new talents
in the organization.
• In other word, any recruitment process and practice that
an organization conducts using web-based tools is
known as online recruiting (or electronics recruiting).
• Online recruitment techniques have become the most
widely used hiring method by recruiters (or HR
Managers). Many companies are currently using online
recruiting strategies, and social media like LinkedIn,
Facebook, Twitter, etc which are favorite means of
sourcing new employees in the company.
Process of Electronics Recruiting
✓ Online Job posting such as on
corporate websites or in job portals
✓ Receiving of applicants over the internet
✓ Storage of collected applications
✓ Online tests (IQ tests, knowledge test, etc)
✓ Responses and status management

Recruiting Agencies who use e-recruitment in Nepal

Merojob.com, froxjob.com, kumarijob.com, growthsellers.com, etc.

Purpose of Electronics Recruiting (or Online recruiting)

The main purpose of electronics recruiting is to make the process more
efficient and effective. Online recruitment can reach a large pool of
potential employees and facilitates selection process.
Limitations of Electronics Recruiting (or Online recruiting)
Recruiting people online is a best & time effective process in HR
function. It is fast, and useful; but it also have some limitations:
• E-Recruiting should not be considered as complete process in
itself, but more as web based assistance that must be integrated
into recruiting and selection methods. A high integration level of
e-recruiting is achieved when this part is automated and aligned
in HR Information System of the company.
• It is very hard to maintain strong security; and since the system
is online and intentional hacker could hack important
information if the system is built weak security wise.
• Many people in Nepal do not have internet access, and most of
them also are not internet savvy. So this is not that much useful
for non clerical level employee, and for workers recruiting
purpose.
Selection
• Selection is choosing from among alternatives. It is a process of
making choice of individuals possessing the required
qualifications and skills necessary to perform the job successfully.
• In HRM, selection refers to evaluating a number of candidates
matching them with the job requirement and evaluating the
candidates in terms of rejecting or retaining for offering the job.
• No organization can function effectively without the right quality
of people.
• Selection is the process of choosing the most suitable candidate
for a particular position from among prospective applicant.
• The goal is to select right person for right job.
• Selection is two way process that is employer chooses the
employee and employee chooses the employer.
Selection is the process in which candidates
for employment are divided into two classes-
those who are to be offered for employment
and those who are not.
- Dale Yodder
Selection activities predict which job applicant
will be successful if hired.
-Robbins and DeCenzo
 Difference between Recruitment & Selection
Basis Recruitment Selection
Meaning It is an activity of establishing It is a process of picking up more
contact between employers and competent and suitable employees.
applicant.
Objective It encourage large number of It attempts at rejecting unsuitable
candidates for a job. candidate.
Steps It involves few steps so it is a simple It involves many steps so it is a
process. complicated process.
Approach It is a positive approach. It is a negative approach.
Sequence It proceeds selection. It follows recruitment.
Cost It is not expensive. Mostly includes A lot of money is spent on conducting
factor advertisement cost. different types of test, medical
examination, etc. As a result, these all
make selection a costly process.
Time Requires less time. Requires a lot of time .
required
Selection Process
• Organization makes large investment of money to
get right kind of people. So, a sound selection
process is therefore necessary. Selection process
has different steps which is listed below:
➢ Application form evaluation
➢ Preliminary interview
➢ Selection test
➢ Selection interview
➢ Reference check
➢ Medical examination
➢ Final selection
➢ Application form evaluation: This is the common
method of getting information from the
applicants. The recruitment process generate
sufficient large number of filled application form
from prospective candidates. This serves as a
written record and is helpful at the interview
stage. It serves information collected in uniform
format which makes comparison of the
candidates easy. The information collected can be
utilized for research and for conducting interview.
Such form consist of information about: personal
information; educational information; extra
curriculum information; experience and training
information; salary; & references.
✓ Personal information: candidates name, age, sex, address,
height, marital status, citizenship, etc.
✓ Educational information: academic qualification, degrees,
years of passing, subject offered, percentage of marks,
division, name of school, colleges and universities, etc.
✓ Extra curriculum information: participation in games in
schools, colleges & universities, prize won, dramas,
debates, hobbies, etc.
✓ Experience and training information: number of past
experience and its capacity, training received, nature of
duties, promotion obtained, professional course attained,
etc.
✓ Salary: salary drawn in present employment and expected
salary for the current position.
✓ References: name and address of the person who can be
contacted to know the character, ability of the candidates.
➢ Preliminary interview: It is held for initial screening of
candidates. It is short. The objective of this interview is
to eliminate the fully unsuitable candidates in respect
of qualification and other requirements. It centers on
job requirements. The candidates also get a chance to
find out more about the organization and the job.
➢ Selection test: Testing the respondent is being popular.
Individual differ in almost all aspect. These aspects can
be tested by an unbiased scientific method. This is the
process of judging according to their information and
other skills. The testing can bring light on identification
of difference among individuals.
➢ Selection interview: The purpose of interview is to know additional
information from the candidates and to determine the suitability of
the candidate for the job. Selection interview is face to face
observation. The interview should be conducted in a friendly
environment. Interview is widely used to gather more information
from the prospective candidates according to their ability and
enthusiasm to do job, to work under pressure and stress and other
general knowledge.
➢ Reference check: It is also known as background investigation. The
employer of the organization ask the potential candidate to supply
two or three names of person who know them personally.
Information about background and character of the candidate is
checked from referees list in the applicants form. The organization
by consulting with these referees gather more information about
the candidates. The unfavorable remarks by the referees go against
the candidate and may be rejected.
➢ Medical examination: It is also known as physical examination. A
candidate who is selected finally for the job has to undergo medical
examination. The medical examination saves the organization from
expenditure to be made on employee on medical ground and
physical capabilities. The physical examination must comply with
legal provision. It also reveals employees disability.
➢ Final selection: The candidates who have cleared all above hurdles
are finally selected. The final decision is made by competent
authority in the organization. A letter of appointment is issued to
the successful candidates. The letter of appointment contains the
details like pay scale and other terms and conditions of the
employment and the name of department where s/he is placed
with the name of the authority that s/he should report for joining
the duties. When the candidate joins, the reporting authority
introduces him/her with the other employees of the department
and brief him/her about the working environment.
Selection Test
• A test is a standardized objective measure of the behaviour of a
candidate for selection purpose. Selection test comprises of
following types:
➢ Ability test
➢ Aptitude test
➢ Achievement test
➢ Intelligence test
➢ Judgmental test
➢ Personality test
➢ Interest test
➢ Attitude test
➢ Projective test
➢ Graphology test
➢ Situational test
➢ Honesty test
➢ Ability test: Ability test are objective type test having
correct answer and measures aptitude, intelligence and
achievement. They determine ability for job
performance. Candidates appearing these test have to
answer within a prescribed time limit. Incorrect answer
are penalized which is popularly known as negative
marking. Ability test consist of followings:
➢ Aptitude test: It measures aptitude for the job. Aptitude
test are designed to measure how quick the person is at
learning the skill involved in the performance of the job. It
measures the candidates potential ability to learn after
training. It deals with future achievement. This test are
designed to measure special abilities including clerical
aptitude test, artistic and creativity.
➢Achievement test: This test is designed to measure
the proficiency achieved by a person. It measures the
past achievement and performance. It can be
theoretical or practical knowledge and skill which a
candidate has learned and claimed to know.
➢Intelligence test: The mental ability of the person with
respect to various aspect is tested through intelligence
test. It indicates mental age. It measures the learning
ability, capacity to understand and recognizing power
of an individual. Mental age is based on intelligence
quotient or IQ test. It is calculated by using the
following formula:
IQ = (Mental age/actual age) x 100
➢Judgmental test: It is designed to know the ability to
apply knowledge in solving a problem.
➢ Personality test: It measures personality
dimension of a candidate. It includes introversion
or extroversion, motivation, interest with novelty,
etc. Its types are:
➢Interest test: They are designed to know the level of
interest of the individual in the area of specialization
& preferences for occupation. It measures like &
dislike related to hobbies, group activities and career
choices.
➢Attitude test: This test is designed to know the various
tendency towards favoring or disfavoring people,
action and circulation.
➢Projective test: This test is designed to know the
projection of the respondent by showing him or her
the picture. It include the candidate to put himself or
herself into the test situation.
 ➢ Graphology test: Test regarding analyzing of handwriting
of the candidates. The use of graphology assumes that
handwriting reflects basic personality traits. In this test,
handwriting analyst studies an applicant’s handwriting and
signature to discover the person’s needs, desires and
psychological makeup.
➢ Situational test: It abstract real life situation about the
job. Candidates are asked to respond to the situation-
specific problems. Their responses to such hypothetical
situations are evaluated. Group discussion is an
example of such test.
➢ Honesty test: It ensure accuracy of information
provided by the candidate. Polygraph test is lie-
detection test to measure honesty of the candidate.
Interview
• Interview is the process of viewing inner striving drives
of an individual through face to face verbal
communication.
• It helps to access the individuals nature, character and
personality to match them with organization.
• It is a direct contact between interviewee and
interviewer.
• Interview is a oral conversation where the fact
information about the prospective are placed at the
vacant post.
• The interviewer should carefully be prepared before
conducting the interview.
• They should properly analyze each and every
candidates application form.
Types of Interview
• Unstructured interview
• Semi-structured interview
• Structured interview
• Formal and informal interview
• Depth interview
• Stress interview
• Panel interview
• Unstructured interview: It is a unplanned interview.
Questions are prepared on the spot during the interview. It
is a conversation style. Questions may vary from one
candidate to another candidate.
• Semi-structured interview: Most of the questions are
planned in advance whereas the interviewer has flexibility
in asking specific questions for detailed purpose.
• Structured interview: It is a systematic approach where the
interviewer in advance prepare a standard list of questions
for all candidates. The focus is on work activities,
education, career goals, etc. It is useful for interviewing
large number of candidates. Structured interview is of two
types: Behavioral interview which focus on past behaviour
of candidates and Situational interview which focuses on
future related hypothetical situation.
• Formal and informal interview: Formal interview is structured and
conducted in the formal atmosphere whereas informal interview
may take place anywhere. Informal interview is not planned in
advance. This type of interview is done when company needs
employees very urgently.
• Depth interview: The candidates are asked in depth question to get
the fact answers.
• Stress interview: In a stress interview, the interviewer seeks to
make the applicant uncomfortable with occasionally rude
questions. It helps to find hypersensitive candidates. In general, for
sales, public relation, HR, customer service related positions are
asked such stressful questions.
• Panel interview: Under this type, the panel of the interviewer is
invited to conduct a interview. In a panel interview, several
interviewers interview the candidate at the same time. This type of
interview is generally conduced for senior position hiring.
 Factors Considered for Selection Decision
Selection of best candidates in the company is the major
challenge for the recruiter, and there are some criteria that
actually help recruiters to make a selection decision. There
are some common factors that are valuable and are
considered as important factors for selection decision.
• Relevant experience in the applicant
• Education (relevant education is desirable)
• Relocation ability (geographical location of a candidate)
• Salary requirements (or demand from the candidate)
• Legal requirements (based on labor laws)
• Attitude of the candidate
• Learning curve in the candidate (willingness to learn)
• Must fit culturally in the organization
 Issues of Gender in Recruitment and Selection
Gender refers to the socially determined differences between
women and men, such as: roles, attitudes, behaviour and values.
Gender roles are different across culture and over time. Some of
the issues of gender in recruiting and selection are:
• Issue of job profile (the job profile can narrow the potential
candidates if gender discrimination is made on profile)
• The issue of focus (do the job focus women, & encourage them
to apply)
• Issue of unconscious bias (awareness on gender equality issue)
• Issue of team composition (gender equality in team formation)
• Issue of compensation (is compensation equally provided?)
• Age limit issue (set different age limitations for male and
female)
Induction
• An induction program is the process used to welcome new
employees to the company and prepare them for their new
role.
• They are introduced to the practices, policies and purpose
of the organization.
• Induction is the process of receiving and welcoming an
employee when he first joins a company and giving him the
basic information he needs to settle down quickly and start
work.
-Armstrong
• Induction is the welcoming process to make the new
employee fell at home and generate in him a feeling of
belongingness to the organization.
-Edwin B. Flippo
Objectives of Induction
• Help new comers to meet and collaborate with new
people in team.
• Build confident and pride in new employee, make
feeling ownership.
• A good induction program helps to reduce turnover.
• Create good relation with team members in the
organization.
• Reduce (minimize) grievances, absenteeism and
increase loyalty.
• Reduces confusion and develop healthy relation in the
organization.
Steps in Induction Process
• Welcome to the organization
• Explain about the company
• Show the department/location where the new
recruit will work
• Give company’s manual to new recruit
• Give details about pay scales
• Explain about future training opportunities &
career prospectus
• Clarify doubts by encouraging the employee to
come out with questions
Placement
• Placement is a process of assigning a specific job to
each of the selected candidates.
• It involves assigning a specific rank and responsibility to
an individual.
• It implies matching the requirements of a job with the
qualifications of the candidate.
• Placement refers to the allocations of people to job. It
includes initials assignment of new employees and
promotion transfer or demotion of present employees.
• By performing this process a business company
attempts to create an effective working environment in
which there is a good match between management
needs and employee qualification.
Significance of Placement
• It improves employee morale.
• It helps in reducing employee turnover.
• It helps in reducing absenteeism.
• It helps creating best fit between the job and
the competency of employee.
• It helps employees to work in predetermined
objectives of the organization.