RECRUITMENT &

SELECTION- Session 1
CURRENT REALITY

REDUCTION
RAGING
IN ECONOMIC
PANDEMIC ACTIVITY
UNEMPLOYMENT
Human Resource Planning-
Revisited
HR Planning- Revisited
• The process for ensuring that the HR requirements of an organization
are identified and plans are made for satisfying those requirements.

• Planning for the personnel needs of an organization based on internal

activities and external environment

• How many people? What sort of people?

Objectives of HR Planning
• To ensure quality and quantity of HR at the right time and the right
place
• To ensure optimum utilization of human resources
• To avoid understaffing and overstaffing
 MANPOWER PLANNING MAKES FOR
DIFFERENT PURPOSES AT DIFFERENT

LEVELS
MACRO-LEVEL
 NATIONAL MICRO- LEVEL

SECTOR – WISE  ORGANISATION LEVEL

 INDUSTRY - WISE
 Manpower flow in an organization
Outflow
Inflow
• Job recruits
HR Pool in the • Retirement
• Job Relocations
Organization • VRS Scheme
• Dismissal
• Resignations
Organizational Objectives & Policies

 Downsizing / Expansion
 Merger & Acquisition
 Technology upgradation / Automation
 New Markets & New Products
 External Vs Internal hiring
 Training & Re-training
 Union Constraints
HRP includes four factors
• Quantity- How many people do we need?
• Quality- Which skills, knowledge and abilities do we need?
• Space-Where do we need the employees?
• Time-When do we need the employees and for how long do we need them?
Steps in HRP
• Forecasting future people needs
• Forecasting the future availability of people
• Drawing up plans to match supply with demand
Strategic Staffing Decisions
• Acquire / Develop Talent
• Hire yourself / Outsource
• External / Internal Hiring
• Core / Flexible Workforce
• Hire / Retain
• National / Global
• Overstaff / Understaff
• Short term / Long term focus
A common hiring scenario
• After a recent resignation, your organization is interviewing for a new
operations manager. The decision makers assemble to compare notes
on the candidates they have interviewed. “I think Sonali has the right
stuff for this position,” one says. “She was poised and radiated
confidence when I asked difficult questions.” Another speaks up: “I
think Anil fits the bill. He’s energetic and really seems to be a people
person.” A third interviewer prefers Aryan because of his “street
smartness and technical knowledge.”

• How do we make sure that they have made the right choice?
Challenge – Identifying the Ideal
Employee
All organizations have a very practical need to identify the criteria that
define their ideal employee

Any leader who makes decisions about whom to hire, whom to promote,
what skills to train, or how to appraise, implicitly assumes this ideal
criteria. Defining this model employee—and creating a blueprint to
replicate him or her—is an ongoing challenge

Over time, other talent management professionals were interested in

more holistic views of the employee and generated specific job
requirements based on the knowledge, skills, abilities, and other
characteristics (referred to within the human resources profession as
KSAOs) needed to perform well in a particular role.
Why is the right selection so important?
• An organization is a reflection of its people and the success of the organization
depends on the quality of the talent employed by the organization.
• 
• A study conducted by McKinsey and Company entitled The War for Talent
focused on personnel talent as the most important corporate resource
• Most other major components of competitiveness are universally available:
natural resources can be bought, capital can be borrowed, and technology can be
copied. Only the people in the workforce, with their skills and commitment, and
how they are organized, are left to make the difference between economic
success and failure
Job Analysis
• Job analysis refers to the determination of the tasks that comprise the
job as well as the skills, knowledge, and abilities required of the
worker for successful performance.
• Job analysis is the procedure through which we determine the duties
of the positions and the characteristics of the people to hire for them.

• Job Analysis- Job Content + Job Context + Human Requirements

 The following information about job content needs to be collected

• Duties and responsibilities of an employee

• Specific tasks and activities
• Tools and equipment to be used while performing a specific job
• Desired output level and deliverables
• Type of training required
 Job context refers to the situation or condition under which an
employee performs a particular job

• Working conditions
• Whom to report and whom to supervise
• Physical and mental demands
• Risks and hazards involved
Human Requirements include basic but specific requirements that
make a candidate eligible for a particular job

• Educational qualification
• Skills and knowledge
• Abilities and aptitude
• Experience and exposure
• Personality attributes and traits
 Typical Items in a Job Description

• Job title
• Organizational location of the job
• Supervision to be given and received
• Duties to be performed
• Materials, tools, machinery, and equipment needed
• Designation of the immediate superiors and subordinates
• Salary levels, including pay, allowances, bonus, incentive wage, method of payment, hours
of work, shift, breaks, and so on
• Conditions of work, namely location, time, speed of work, and health hazards
• Training and development facilities
Typical Items in a Job Specification

• Educational qualifications, including degree, diploma, certification, or

licence
• Knowledge required to perform a job successfully
• Personal ability, including aptitude, reasoning, handling sudden and
unexpected situations, problem-solving ability, mathematical abilities
• Specific skills, such as communication skills, IT skills, operational skills,
motor skills, processing skills
• Personal characteristics, such as the ability to adapt to different
environment, work ethic, eagerness to learn and understand things
• Prior experience and exposure in similar work or industry