CHAPTER FOUR DESIGN AND IMPLEMENT HUMAN RESOURCE PLAN

4.1 Preparing and confirming human resource plan based on guideline.

Succession planning

Succession planning is a conscious decision by an organization to foster and promote the continual
development of employees, and ensure that key positions maintain some measure of stability, thus
enabling an organization to achieve business objectives. Succession planning has sometimes taken a
replacement approach, often focusing on executive level positions. One or two successors might be
identified and selected, probably based on the exclusive input of their immediate supervisor, and then
placed on the fast-track into a senior position. However, succession planning has evolved into a process
that can be used to:

 Replenish an organization’s Human Resource at a broad or specific level;

 Identify, assess and develop employee knowledge, skills and abilities to meet the current
and future staffing needs of the organization
 Ensure a continuous supply of talent by helping employees develop their potential.
Succession Planning Process will vary slightly between organizations. Different
resources, different organizational designs and different attitudes all mean that succession
planning should be flexible and adaptable in order to accommodate varying needs and
achieve business continuity. However, there is a general framework that departments can
use as the basis and guide for their succession planning activities. This framework
involves:
Step 1 Identifying Key Positions or Key Groups

A key position can be defined in many different ways, but two important criteria that should be
considered are criticality and retention risk. A critical position is one that, if it were vacant,
would have a significant impact on the organization’s ability to conduct normal business. The
significance of the impact could be considered in terms of safety, operation of equipment,
financial operation, efficiency, public opinion, and so on. Retention risk refers to positions where
the departure of an employee is expected (e.g. retirement) or likely (e.g. history of turnover). By
examining these criteria on a low-to-high scale, an organization can determine what positions
require short- or long-term planning.

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Step 2 Identifying Competencies

All positions demand set of knowledge, skills and abilities that are expected of employees who
are filling that function. Thus, knowing the competencies of a job is a mandatory component of
recruitment. Several ways to determine and develop required competencies include:

Step 3 Identifying and Assessing Potential Candidates

The objective of identifying and assessing employees against core job competencies is to help
focus their learning and development opportunities in order to prepare them for future roles in
the organization. Modern approaches to succession planning suggest that transparency and
accountability are the best practices for an organization. Recruitment in the public service is
based on merit, fairness and respect, and these concepts are maintained and supported by the
succession planning process. Therefore, succession planning must be:

1. Objective and independent of personal bias;

2. Communicated to and understood by all employees
3. Transparent at all stages of the process
Step 4 Learning and Development Plans

Once the relevant candidates have been identified, the organization must ensure that these
employees have access to focused learning and development opportunities.

Some key points to remember when developing learning and development plans are:

1. Plans should focus on decreasing or removing the gap between expected

competencies and the current knowledge, skills and abilities of candidates.
2. Modern succession planning is based on learning and development to fulfill
employee potential, rather than merely filling a vacancy.
3. There are a wide range of learning and development opportunities to consider, which
can include:
a. Job assignments that develop candidate’s competencies;
b. Formal training.
c. Ensure appropriate strategies are in place to support the transfer of corporate

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 knowledge to candidates for key jobs, which can include:
1. Mentoring, coaching
2. Documenting critical knowledge;
Step 5 Implementation and Evaluation

Evaluating succession planning efforts will help to ensure the effectiveness of the process by
providing information regarding:

1. How the process operates the relationship between inputs, activities, outputs, and
outcomes
2. Impact of the process relative to stated goals and objectives
3. Functional strengths and weaknesses
4. Potential gaps in planning and assumptions
5. Cost-effectiveness and cost-benefit
4.2 Carrying out monitoring and evaluation mechanisms following work procedure.

Monitoring and evaluation have been defined as:

Monitoring: “A continuing function that uses systematic collection of data on specified

indicators to provide management and the main stakeholders of an ongoing development
intervention with indications of the extent of progress and achievement of objectives and
progress in the use of allocated funds”

Evaluation: “The systematic and objective assessment of an on-going or completed project,

programme or policy, its design, implementation and results. The aim is to determine the
relevance and fulfillment of objectives, development efficiency, effectiveness, impact and
sustainability. An evaluation should provide information that is credible and useful, enabling the
incorporation of lessons learned into the decision-making process of both recipients and donors.

Evaluation also refers to the process of determining the worth or significance of an activity,
policy or programme.

Purposes (and uses) of Monitoring and Evaluation

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Monitoring and evaluation is used for a variety of purposes. The purpose for which it is used to
determines the particular orientation of each evaluation. M&E may be used for the following
main purposes:

Management decision-making

M&E systems augment managerial processes and provide evidence for decision- making. The
question that should be asked is whether the quality of the M&E information provided is
appropriate and how well it feeds into existing managerial processes.

Organisational learning

This is the most challenging outcome for M&E, as it presupposes that M&E results and findings
help to create learning organisations. However, translating findings into “learnings” is very
challenges even the most sophisticated of organisations.

Accountability

Public officials have a constitutional obligation to account to Parliament. They should be broadly
accountable for how they spend public money, how they have achieved the purposes for which
the money has been voted and that they have gone about their duties with a high degree of
integrity. M&E provides the information, in structured and formalised manner, which allows
scrutiny of public service activities at all levels.

4.3 Preparing and making ready the final human resource plan for recruitment and selection

Recruitment

Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning.

Recruiting makes it possible to acquire the number and types of people necessary to ensure the
continued operation of the organisation. Recruiting is the discovering of potential applicants for
actual or anticipated organisational vacancies.

Process of Recruitment

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Recruitment process passes through the following stages:

 Recruitment process begins when the personnel department receives requisitions for
recruitment from any department of the company, The personnel requisitions contain
details about the position to be filled, number of persons to be recruited, the duties to be
performed, qualifications expected from the candidates, terms and conditions of
employment and the time by which the persons should be available for appointment etc.
 Locating and developing the sources of required number and type of employees.
 Identifying the prospective employees with required characteristics.
 Developing the techniques to attract the desired candidates. The publicity about the
company being a good employer may also help in stimulating candidates to apply. There
may be others of attractive salaries, proper facilities for development etc.
 Evaluating the effectiveness of recruitment process.
Methods of Recruitment

Methods of recruitment are different from the sources of recruitment. Sources are the locations
where prospective employees are available. On the other hand, methods are way of establishing
links with the prospective employees. Various methods employed for recruiting employees may
be classified into the following categories:

Direct Methods:

These include sending recruiters to educational and professional institutions, employees, contacts
with public, and manned exhibits. One of the widely used direct methods is that of sending of
recruiters to colleges and technical schools. Most college recruiting is done in cooperation with
the placement office of a college. The placement office usually provides help in attracting
students, arranging interviews, furnishing space, and providing student resumes.

Indirect Methods:

The most frequently used indirect method of recruitment is advertisement in newspapers,

journals, and on the radio and television. Advertisement enables candidates to assess their
suitability. It is appropriate when the organisation wants to reach out to a large target group
scattered nationwide. When a firm wants to conceal its identity, it can give blind advertisement
in which only box number is given. Considerable details about jobs and qualifications can be

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given in the advertisements. Another method of advertising is a notice-board placed at the gate
of the company.

Selection

Human resource selection is the process of choosing qualified individuals who are available to
fill positions in an organization. In the ideal personnel situation, selection involves choosing the
best applicant to fill a position. Selection is the process of choosing people by obtaining and
assessing information about the applicants with a view to matching these with the job
requirements. It involves a careful screening and testing of candidates who have put in their
applications for any job in the enterprise. It is the process of choosing the most suitable persons
out of all the applicants. The purpose of selection is to pick up the right person for every job.

Selection Procedure

The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps or stages. The objective of selection process is to
determine whether an applicant meets the qualification for a specific job and to choose the
applicant who is most likely to perform well in that job.

The selection procedure consists of a series of steps. Each step must be successfully cleared
before the applicant proceeds to the next. The selection process is a series of successive hurdles
or barriers which an applicant must cross. These hurdles are designed to eliminate an unqualified
candidate at any point in the selection process. Thus, this technique is called “Successive Hurdles
Technique”. In practice, the process differs among organizations and between two different jobs
within the same organization. Selection procedure for the senior managers will be long drawn
and rigorous, but it is simple and short while hiring lower level employees.

The major factors which determine the steps involved in a selection process are as follows:

 Selection process depends on the number of candidates that are available for
selection.
 Selection process depends on the sources of recruitment and the method that is
adopted for making contact with the prospective candidates.
 Various steps involved in as selection process depend on the type of personnel to be

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 selected.
A comprehensive selection process involves the various steps

1. Application Pool: Application pool built-up through recruitment process is the base for
selection process. The basic objective at the recruitment level is to attract as much worthwhile
applications as possible so that there are more options available at the selection stage.

2. Preliminary Screening and Interview: It is highly none conomic to administer and handle
all the applicants. It is advantageous to sort out unsuitable applicants before using the further
selection steps. For this purpose, usually, preliminary interviews, application blank lists and short
test can be used. All applications received are scrutinised by the personnel department in order to
eliminate those applicants who do not fulfil required qualifications or work experience or
technical skill, his application will not be entertained. Such candidate will be informed of his
rejection. Preliminary interview is a sorting process in which the prospective candidates are
given the necessary information about the nature of the job and the organisation. Necessary
information is obtained from the candidates about their education, skills, experience, expected
salary etc. If the candidate is found suitable, he is elected for further screening. This courtesy
interview; as it is often called helps the department screen out obvious misfits. Preliminary
interview saves time and efforts of both the company and the candidate. It avoids unnecessary
waiting for the rejected candidates and waste of money on further processing of an unsuitable
candidate. Since rejection rate is high at preliminary interview, the interviewer should be kind,
courteous, receptive and informal.

3. Application Blank or Application Form: An application blank is a traditional widely

accepted device for getting information from a prospective applicant which will enable the
management to make a proper selection. The blank provides preliminary information as well as
aid in the interview by indicating areas of interest and discussion. It is a good means of
quickly collecting verifiable basic historical data from the candidate. It also serves as a
convenient device for circulating information about the applicant to appropriate members of
management and as a useful device for storing information for, later reference. Many types of
application forms, sometimes very long and comprehensive and sometimes brief, are used.
Information is generally taken on the following items:

a. Biographical Data: Name, father’s name, data and place of birth, age, sex, nationality,

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 height, weight, identification marks, physical disability, if any, marital status, and number
of dependants.
b. Educational Attainment: Education (subjects offered and grades secured), training
acquired in special fields and knowledge gained from professional/technical institutes or
through correspondence courses.
c. Work Experience: Previous experience, the number of jobs held with the same or other
employers, including the nature of duties, and responsibilities and the duration of various
assignments, salary received, grades, and reasons for leaving the present employer.
d. Salary and Benefits: Present and expected.
e. Other Items: Names and addresses of previous employers, references, etc.
An application blank is a brief history sheet of an employee’s background and can be used for
future reference, in case needed.

4. Selection Tests: Many organisations hold different kinds of selection tests to know more
about the candidates or to reject the candidates who cannot be called for interview etc. Selection
tests normally supplement the information provided in the application forms. Such forms may
contain factual information about candidates. Selection tests may give information about their
aptitude, interest, personality, which cannot be known by application forms. Types of tests and
rules of good of testing have been discussed in brief below:

1. Aptitude Tests: These measure whether an individual has the capacity or talent ability to
learn a given job if given adequate training. These are more useful for clerical and trade
positions.
2. Personality Tests: At times, personality affects job performance. These determine
personality traits of the candidate such as cooperativeness, emotional balance etc. These
seek to assess an individual’s motivation, adjustment to the stresses of everyday life,
capacity for interpersonal relations and self-image.
3. Interest Tests: These determine the applicant’s interests. The applicant is asked whether
he likes, dislikes, or is indifferent to many examples of school subjects, occupations,
amusements, peculiarities of people, and particular activities.
4. Performance Tests: In this test the applicant is asked to demonstrate his ability to do the
job. For example, prospective typists are asked to type several pages with speed and

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 accuracy.
5. Intelligence Tests: This aim at testing the mental capacity of a person with respect to
reasoning, word fluency, numbers, memory, comprehension, picture arrangement, etc. It
measures the ability to grasp, understand and to make judgment.
6. Knowledge Tests: These are devised to measure the depth of the knowledge and
proficiency in certain skills already achieved by the applicants such as engineering,
accounting etc.
7. Achievement Tests: Whereas aptitude is a capacity to learn in the future, achievement is
concerned with what one has accomplished. When applicants claim to know something,
an achievement test is given to measure how well they know it.
8. Projective Tests: In these tests the applicant projects his personality into free responses
about pictures shown to him which are ambiguous.
Rules of Good Testing

 Norms should be developed for each test. Their validity and reliability for a given
purpose should be established before they are used.
 Adequate time and resources must be provided to design, validate, and check tests.
 Tests should be designed and administered only by trained and competent persons.
 The user of tests must be extremely sensitive to the feelings of people about tests.
 Tests are to be uses as a screening device.
 Reliance should not be placed solely upon tests in reaching decisions.
 Tests should minimize the probabilities of getting distorted results. They must be ‘race
free’.
 Tests scores are not precise measures. They must be assigned a proper weightage.
5. Interview: An interview is a procedure designed to get information from a person and to
assess his potential for the job he is being considered on the basis of oral responses by the
applicant to oral inquiries by the interviewer. Interviewer does a formal in-depth conversation
with the applicant, to evaluate his suitability. It is one of the most important tools in the selection
process. This tool is used when interviewing skilled, technical, professional and even managerial
employees. It involves two-way exchange of information. The interviewer learns about the
applicant and the candidate learns about the employer.

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6. Background Investigation: The next step in the selection process is to undertake an
investigation of those applicants who appear to offer potential as employees. This may include
contacting former employers to confirm the candidate’s work record and to obtain their appraisal
of his or her performance/ contacting other job-related and personal references, and verifying the
educational accomplishments shown on the application.

The background investigation has major implications. Every personnel administrator has the
responsibility to investigate each potential applicant. In some organization, failure to do so could
result in the loss of his or her job. But many managers consider the background investigation
data highly biased.

7. Physical Examination: After the selection decision and before the job offer is made, the
candidate is required to undergo physical fitness test. Candidates are sent for physical
examination either to the company’s physician or to a medical officer approved for the purpose.

Such physical examination provides the following information.

 Whether the candidate’s physical measurements are in accordance with job

requirements or not?
 Whether the candidate suffers from bad health which should be corrected?
 Whether the candidate has health problems or psychological attitudes likely to interfere
with work efficiency or future attendance?
 Whether the candidate is physically fit for the specific job or not?
8. Approval by Appropriate Authority: On the basis of the above steps, suitable candidates are
recommended for selection by the selection committee or personnel department. Though such a
committee or personnel department may have authority to select the candidates finally, often it
has staff authority to recommend the candidates for selection to the appropriate authority.

9. Final Employment Decision: After a candidate is finally selected, the human resource
department recommends his name for employment. The management or board of the company
offers employment in the form of an appointment letter mentioning the post, the rank, the salary
grade, the date by which the candidate should join and other terms and conditions of
employment. Some firms make a contract of service on judicial paper.

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10. Evaluation: The selection process, if properly performed, will ensure availability of
competent and committed personnel. A period audit, conducted by people who work
independently of the human resource department, will evaluate the effectiveness of the selection
process. The auditors will do a thorough and the intensive analysis and evaluate the employment

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