Human Resource Management

Gary Dessler 16th Edition

Instructor: Raza Hussain Lashari M.Phil. (Leadership & Management)

Senior Lecturer Department of Management Sciences

E.mail: razahussain10312@gmail.com

GRADING BREAKUP AND POLICY

%age
Sr# Item Weightage
1 Assignment 10

2 Quiz 10

3 Term Project Presentation/Class Participation 05

4 Mid Term Examination 25

5 Final Term Examination 50

Recommended Textbook:
1.Human Resource Management by Gary Dessler (16th Edition (2022)
2.Notes/other material
Raza Hussain Lashari (Senior Lecturer DMS)
Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

Learning Objectives
When you finish studying this chapter, you should be able to:

4-1 Define talent management, and explain what talent management-oriented managers do.
4-2 Discuss the process of job analysis, including why it is important.
4-3 Explain and use at least three methods of collecting job analysis information.
4-4 Explain how you would write a job description, and what sources you would use.
4-5 Explain how to write a job specification.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

Talent Management Process

Talent Management
The goal-oriented and integrated process of planning, recruiting, developing, managing, and
compensating employees.
The manager who takes a talent management approach tends to take actions such as the following:
1. He or she starts with the results and asks, “What recruiting, testing, training, or pay action should I take to
produce the employee competencies we need to achieve our company’s goals?”
2. He or she treats activities such as recruiting and training as interrelated. For example, the manager knows
that having employees with the right skills depends as much on recruiting and training as on applicant testing.
3. Because talent management is holistic and integrated, he or she will probably use the same “profile” of
required human skills, knowledge, and behaviors (“competencies”) for formulating a job’s recruitment plans as
for making selection, training, appraisal, and compensation decisions for it.
4. And, to ensure the activities are all focused on the same ends, the manager will take steps to coordinate the
talent management functions (recruiting and training, for example). Doing so often involves using talent
management software.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

The Basics of Job Analysis

Talent management starts with understanding what jobs need to be filled, and the human traits and
competencies employees need to do those jobs effectively.

What Is Job Analysis?

The procedure for determining the duties and skill requirements of a job and the kind of person who
should be hired for it.

Job analysis produces information for writing job descriptions (a list of what the job entails) and job (or
“person”) specifications (what kind of people to hire for the job).

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

The Basics of Job Analysis

Talent management starts with understanding what jobs need to be filled, and the human traits and
competencies employees need to do those jobs effectively.

What Is Job Analysis?

Job Descriptions
A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.

Job Specifications
A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on—another
product of a job analysis.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 04: Job Analysis & the Talent Management Process

Important Terms

Job Enlargement
Assigning workers additional same-level activities.

Job Rotation
Systematically moving workers from one job to another.

Job Enrichment
Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognition.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Learning Objectives
When you finish studying this chapter, you should be able to:
5-1 Define workforce planning, and explain how to develop a workforce plan.
5-2 Explain the need for effective recruiting and how to make recruiting more effective.
5-3 Discuss the main internal sources of candidates.
5-4 Describe how to use recruiting to improve employee engagement.
5-5 Discuss the main outside sources of candidates, and create an employment ad.
5-6 Explain how to recruit a more diverse workforce.
5-7 Discuss practical guidelines for obtaining application information.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Introduction
Job analysis identifies the duties and human requirements of each of the company’s jobs. The
next step is to decide which of these jobs you need to fill, and to recruit and select employees
for them.
1. Decide what positions to fill, through workforce/personnel planning and forecasting.

2. Build a pool of candidates for these jobs, by recruiting internal or external candidates.

3. Have candidates complete application forms and perhaps undergo initial screening interviews.

4. Use selection tools like tests, background investigations, and physical exams to screen candidates.

5. Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Workforce Planning & Forecasting

Workforce (or employment or personnel) planning is the process of deciding what positions
the firm will have to fill, and how to fill them. Its aim is to identify and to eliminate the gaps
between the employer’s projected workforce needs and the current employees who might be
suitable for filling those needs. The manager should engage in workforce planning before
recruiting and hiring employees.
▪ Forecasting Personnel Needs (Labor Demand)
▪ Forecasting the supply of Inside Candidates
▪ Forecasting the supply of Outside Candidates

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Succession Planning
Succession planning involves developing workforce plans for the company’s top positions.
Succession planning is the ongoing process of systematically identifying, assessing, and
developing organizational leadership to enhance performance. It entails three main steps:
identify key position needs, develop inside candidates, and assess and choose inside (or
outside) candidates who will fill the key positions.

In 2018, Apple CEO Tim Cook announced that Apple’s board had a succession plan for who
could become CEO should Cook step down.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Employee Recruitment
Employee recruiting means finding and/or attracting applicants for the employer’s open
positions. Recruiting is important. If only two candidates apply for two openings, you may
have little choice but to hire them. But if 10 or 20 applicants appear, you can use interviews
and tests to screen out all but the best.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Internal Source of Recruitment

Recruiting typically brings to mind LinkedIn, employment agencies, and classified ads, but
internal sources—in other words, current employees or “hiring from within”—are often the
best sources of candidates.

• Job posting means publicizing the open job to employees (usually by literally posting it on
company intranets or bulletin boards).
• Promotion

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Outside Source of Recruitment

Employers can’t always get all the employees they need from their current staff, and sometimes they
just don’t want to. We look at the sources firms use to find outside candidates next.

• Recruitment via Internet (Indeed.com, LinkedIn, Career Builder)

• Advertising
• Employment Agencies
There are three main types of employment agencies: (1) public agencies, state, or local governments; (2)
agencies associated with nonprofit organizations; (3) privately owned agencies.
• Outsourcing
• On-Demand Recruiting Services
On-demand recruiting services (ODRS) are recruiters who are paid by the hour or project, instead of a
percentage fee, to support a specific project.
• Alternative staffing
The use of nontraditional recruitment sources.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Outside Source of Recruitment

Employers can’t always get all the employees they need from their current staff, and sometimes they
just don’t want to. We look at the sources firms use to find outside candidates next.

• College Recruiting
Sending an employer’s representatives to college campuses to prescreen applicants and create an
applicant pool from the graduating class.
• Internship

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Developing & Using Application Forms

Application form
The form that provides information on education, prior work record, and skills.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 05: Personnel Planning & Recruiting

Important Terms

Turnover Turnover—the rate at which employees leave the firm

Outsourcing means having outside vendors supply services (such as benefits management, market
research, or manufacturing) that the company’s own employees previously did in-house.

Offshoring means having outside vendors or employees abroad supply services that the
company’s own employees previously did in-house.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Learning Objectives
When you finish studying this chapter, you should be able to:
6-1 Answer the question: Why is it important to test and select employees?
6-2 Explain what is meant by reliability and validity.
6-3 List and briefly describe the basic categories of selection tests, with examples.
6-4 Explain how to use two work simulations for selection.
6-5 Describe four ways to improve an employer’s background checking process.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Why Employee Selection Is Important

After reviewing the applicants’ résumés, the manager turns to selecting the best candidate for
the job. This usually means using the screening tools we discuss in this and the following
chapter: tests, assessment centers, interviews, and background and reference checks.

The aim of employee selection is to achieve person–job fit. This means matching the
knowledge, skills, abilities, and other competencies (KSACs) that are required for performing
the job (based on job analysis) with the applicant’s KSACs.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

The Basics of Testing and Selecting Employees

As with most personnel functions, technology (including machine learning) is changing how
employers select employees. In this chapter, we’ll discuss these and other popular selection
tools, starting with tests. A test is basically a sample of a person’s behavior.
Any test or screening tool has two important characteristics, reliability and validity.
We’ll start with the former.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

The Basics of Testing and Selecting Employees

Reliability
The consistency of scores obtained by the same person when retested with the identical tests or
with alternate forms of the same test.
For Example:
One is to administer a test to a group one day, re-administer the same test several days later to
the same group, and then correlate the first set of scores with the second (called test-retest
reliability estimates).

Validity
Often refers to evidence that the test is job related.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Types of Test
We can conveniently classify tests according to whether they measure cognitive (mental) abilities,
motor and physical abilities, personality and interests, or achievement.
We’ll look at each.

1. Tests of Cognitive Abilities

Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental
abilities like memory and inductive reasoning.
I. INTELLIGENCE TESTS Intelligence (IQ) tests are tests of general intellectual abilities.

II. SPECIFIC COGNITIVE ABILITIES There are also measures of specific mental abilities,
such as deductive reasoning, verbal comprehension, memory, and numerical ability. Psychologists
often call such tests aptitude tests, since they purport to measure aptitude for the job in question

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Types of Test
Tests of Motor and Physical Abilities

Test measures the speed and accuracy of simple judgment as well as the speed of finger, hand, and
arm movements.

Tests of physical abilities may also be required. These include static strength (such as lifting
weights), dynamic strength (pull-ups), body coordination (jumping rope), and stamina.

Measuring Personality and Interests

Personality tests measure basic aspects of an applicant’s personality

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 06: Employee Testing & Selection

Background Investigations and Other Selection Methods

Testing is only part of an employer’s selection process. Other tools may include background
investigations and reference checks, preemployment information services, honesty testing, and
substance abuse screening.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Learning Objectives
When you finish studying this chapter, you should be able to:

7-1 Give examples of the main types of selection interviews.

7-2 Give examples of the main errors that can undermine an interview’s usefulness.
7-3 Define a structured situational interview and explain how to conduct effective selection
interviews.
7-4 Give examples of how to use employee selection to improve employee engagement.
7-5 List the main points in developing and extending the actual job offer.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Basic Types of Interviews

Managers use several interviews at work, such as performance appraisal interviews and exit
interviews.
There are several ways to conduct selection interviews. For example, we can classify selection interviews
according to
1. How structured they are
2. Their “content”—the types of questions they contain
3. How the firm administers the interviews (for instance, one-on-one or via a committee)
Each has pros and cons. We’ll look at each

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Basic Types of Interviews

Unstructured (or nondirective) interview
An unstructured conversational-style interview in which the interviewer pursues points of
interest as they come up in response to questions.

Structured (or directive) interview

An interview following a set sequence of questions.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Basic Types of Interviews

Situational interview
A series of job-related questions that focus on how the candidate would behave in a given situation.

Behavioral interview
A series of job-related questions that focus on how the candidate reacted to actual situations in the
past.

Job-related interview
A series of job-related questions that focus on relevant past job-related behaviors.

Stress interview
An interview in which the applicant is made uncomfortable by a series of often rude questions. This
technique helps identify hypersensitive applicants and those with low or high stress tolerance.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Basic Types of Interviews

Panel interview
An interview in which a group of interviewers questions the applicant.

Mass interview
A panel interviews several candidates simultaneously.

Raza Hussain Lashari (Senior Lecturer DMS)

Part 02: Recruitment, Placement & Talent Management
Chapter 07: Interviewing Candidates

Avoiding Errors That Can Undermine an Interview’s Usefulness

First Impressions (Snap Judgments)
Interviewers tend to jump to conclusions—make snap judgments—about candidates during the first
few minutes of the interview (or even before it starts, based on test scores or résumés).

Effect of Personal Characteristics: Attractiveness, Gender, Race

Raza Hussain Lashari (Senior Lecturer DMS)