Module 2

Human Resource Planning, Recruitment &

Selection
• Human Resource Planning: Meaning and Importance of Human Resource Planning,
Process of HRP
• HR Demand Forecasting- Meaning and Techniques (Meanings Only) and HR supply
forecasting.
• Succession Planning – Meaning and Features
• Job Analysis: Meaning and Uses of Job Analysis, Process of Job Analysis – Job
Description, Job Specification, Job Enlargement, Job Rotation, Job Enrichment
(Meanings Only)
• Recruitment – Meaning, Methods of Recruitment, Factors affecting Recruitment,
Sources of Recruitment
• Selection – Meaning, Steps in Selection Process, Psychometric tests for Selection,
Human Resource Planning:
Meaning and Importance of
Human Resource Planning,
Process of HRP
 Introduction to Human Resource Planning
 HR strategy is designed in tune with business strategy. In other
words, HR strategy should subserve the interests of the
organization, translating firm’s goals and objectives into a
consistent, integrated, and complimentary set of programmes
and policies for managing people.
 HR strategy follows business strategy, the former is developed
in a proactive manner, with HR staff attempting to design and
develop appropriate HR systems to meet the anticipated
conditions under which the business is functioning. The HR
executive, as a member of the top level strategic team, should be
involved in corporate and business unit strategies, their
formulation and execution. HR needs to inform the top
management team of the skills and capabilities of the firm’s
employees and how they might impact strategic plans.
 Human
Resource
Strategy

The first part

The second
of human
part of HR
resource
strategy is
strategy is
work design.
HRP
All activities such as employee hiring, training and
development, remuneration, appraisal and labour
relations are derived from HRP.
Meaning of HRP
HRP is the process of forecasting a firm’s future demand for, and
supply of, the right type of people in the right number.
In simple words, HRP is understood as the process of forecasting
an organization's future demand for, and supply of, the right type
of people in the right number.
It is only after this that the HRM department can initiate the
recruitment and selection process. HRP is a sub-system in the total
organizational planning.
Organizational planning includes managerial activities that set
the company’s objectives for the future and determines the
appropriate means for achieving those objectives.
 As an integrated part of strategic management, HRP is variously
called strategic manpower planning, or employment planning.
Definition of Human Resource Planning
“Manpower planning is a strategy for the acquisition,
utilization, improvement and preservation of an organization’s
human resources. It is aimed at coordinating the requirements
for and the availability of different types of employees.” — G.
Stainer
“Human resource planning is the process determining
manpower requirements and the means for meeting those
requirements in order to carry out the integrated plan of the
organization.” — Bruce P. Coleman
“Human resource planning is the process by which a
management determines how an organization should move
from its current manpower position to its desired manpower
position.” — Eric W. Vetter
Importance of HRP
1. Personnel Needs Taken care of
HRP gives the number and type of people required in
the coming period. When these numbers are adhered
to, organizations will be assured of the right number
and the right type of employees. In the absence of
HRP, organizations tend to run the risk of shortage or
problem of surplus labour force. This was the
scenario post-economic reforms in India. Suddenly,
organizations realized that they had excess
headcount than what was required.
Importance of HRP
2. Part of Strategic Planning
HR planning can become part of strategic planning at
two ends. At the beginning of strategic planning,
HRP provides a set of inputs into the strategic
formulation process in terms of deciding whether the
types and numbers of people are available to pursue
a given strategy. At the end of strategic planning
process, HRP is relevant in terms of implementation
concerns.
Importance of HRP
3. Creating Highly Talented Personnel
Jobs are becoming highly intellectual and incumbents are getting vastly
professionalized.
Qualified and competent people are known for job hopping, thereby creating
frequent shortages in the organization. Manpower planning helps prevent such
shortages. Furthermore, technology changes will often upgrade some jobs and
degrade others.
HRP facilitates succession planning-finding a replacement for a retiring executive
4. International Strategies
International expansion strategies depend upon HRP. The department’s
ability to fill key jobs with foreign nationals and the re-assignment of
employees from within or across national borders is a major challenge facing
international businesses. HRP will grow increasingly important as the process of
meeting staffing needs from foreign countries and the attendant cultural,
language, and developmental considerations grow complex.
 Importance of HRP
5. Foundation for Personnel Functions
HRP provides essential information for designing and
implementing personnel functions, such as recruitment, selection, personnel movement HRP
document is of great help in preparing job description and job specification and also in
employee hiring. The fundamental duty of any HR department is to hire right people for right
jobs. Developing global leaders is yet another contribution from HRP. MNCs like Microsoft,
Toyota and IBM have well set policies and procedures to identify potential talent and rotate
such people globally so as to enable them to become world class leaders.
6. Increasing Investments in Human Resources
Another compelling reason for HRP is the investment an organization makes
in its human resources. Human assets, as opposed to physical assets, can
increase in value. An employee who gradually develops his/her skills and
abilities becomes a more valuable resource.
7. Resistance to Change and Move
There is a growing resistance among employees to change and move. There is also a growing
emphasis on self-evaluation and on evaluation of loyalty and dedication to the organisation.
8. Unite the Perspectives of Line and Staff Managers
RP helps unite the perspectives of both line as well as staff managers. Although HRP is
initiated and executed by the corporate HR staff, it requires the input and cooperation of all
managers within an organisation.
HUMAN RESOURCE
PLANNING
PROCESS
Step 1: Environmental scanning
Environmental scanning refers to the systematic monitoring of the
external forces influencing the organization.
Managers monitor several forces but the following are pertinent for
HRP:
Economic factors, including general and regional conditions.
Technological changes, including robotics and automation.
Demographic changes, including age, composition and literacy.
Political and legislative issues, including laws and administrative rulings.
Social concerns, including child care, and educational facilities and
priorities.
By scanning the environment for changes that will affect an
organisation, managers can anticipate their impact and make
adjustments early
Step 2: Organizational Objectives and
Policies
HR plans need to be based on organizational
objectives.
In practice, this implies that the objectives of the HR
plan must be derived from organizational objectives.
Specific requirements in terms of number and
characteristics of employees should be derived from
the organizational objectives.
Step 2: Organizational Objectives and
Policies

Top Management

HRP IS TO
SUBSERVE THE
OVERALL
ORGANIZATION OBJECTIVES BY
ENSURING
AL OBJECTIVES AVAILABILITY
AND
UTILISATION OF
HUMAN
RESOURCES.
 Step 2: Organizational Objectives and
Policies
HR department must specify its objectives with regard
to HR utilization in the organization.
In developing these objectives, specific policies need
to be formulated
HR Objectives
 Step 2: Organizational Objectives and
Policies
Ask these questions
1. Are vacancies to be filled by promotions from within or hiring from
outside?
2. How do the training and development objectives interface with the HRP
objectives?
3. What union constraints are encountered in HRP and what policies are
needed to handle these constraints?
4. How to enrich employee’s job? Should the routine and boring jobs
continue or be eliminated?
5. How to downsize the organisation to make it more competitive?
6. To what extent production and operations be automated and what can
be done about those displaced?
7. How to ensure continuous availability of adaptive and flexible
workforce?
Step 3: HR Demand forecast
Demand forecasting is the process of estimating the future
quantity and quality of people required.
Basis of the forecast must be the annual budget and long-term
corporate plan, translated into activity levels for each function and
department.
Example: In a manufacturing company, the sales budget
would be translated into a production plan giving the number and type
of products to be produced in each period.
The number of hours to be worked by each skilled category to make the
quota for each period, would be computed.
Once the hours are available, determining the quality and quantity of
personnel will be the logical step.
 Step 3: HR Demand forecast
Demand competition (foreign
forecastin
g Externa and domestic),
economic climate,

l factors laws and regulatory

bodies, changes in
technology, and social
factors.
Budget constraints,
Internal production levels, new
products and services,

factors organisational
structure, and
employee separations
 Step 3: HR Demand forecast
There are several good reasons to conduct demand
forecasting.
It can help:
(i) quantify the jobs necessary for producing a given
number of goods, or offering a given amount of services;
(ii) determine what staff-mix is desirable in the future;
(iii) assess appropriate staffing levels in different parts of
the organisation so as to avoid unnecessary costs; (iv)
prevent shortages of people where and when they are
needed most; and
(v) monitor compliance with legal requirements with regard
to reservation of jobs.
 WHAT ARE THE
DIFFERENT
FORECASTING
TECHNIQUE?????
Step 3: HR Demand forecast
Forecasting Techniques Forecasting techniques vary
from simple to sophisticated ones. Before describing
each technique, it may be stated that organisations
generally follow more than one technique.
The techniques are:
1. Managerial judgement
2. Ratio-trend analysis
3. Regression analysis
4. Work study techniques
5. Delphi technique
6. Flow models
Step 3: HR Demand forecast
Managerial Judgement This technique is very simple. In this,
managers sit together, discuss and arrive at a figure which would be
the future demand for labour.
The technique may involve a ‘bottom-up’ or a ‘top-down’
approach.
In the first, line managers submit their departmental proposals to
top managers who arrive at the company forecasts.
In the ‘top-down’ approach, top managers prepare company and
departmental forecasts.
These forecasts are reviewed with departmental heads and agreed
upon. Neither of these approaches is accurate—a combination of
the two could yield positive results.
Step 3: HR Demand forecast
Ratio-trend Analysis Ratio trend analysis involves
studying past ratios and forecasting future ratios
making some allowances for changes in the
organisation or its methods.
Ratio-trend Analysis
Step 3: HR Demand forecast
Regression Analysis
This is similar to ratio-trend analysis in that forecast is based
on the relationship between sales volume and employee size.
However, regression analysis is more statistically
sophisticated.
A firm first draws a diagram depicting the relationship between
sales and workforce size.
It then calculates regression line—a line that cuts right through
the center of the points on the diagram.
By observing the regression line, one can find out number of
employees required at each volume of sales
Regression Analysis
 Step 3: HR Demand forecast
Work-study Techniques
Work-study techniques can be used when it is possible to apply work
measurement to calculate the length of operations and the amount of
labour required.
The starting point in a manufacturing company is the production
budget, prepared in terms of volumes of saleable products for the
company as a whole, or volumes of output for individual departments.
The budgets of productive hours are then compiled using standard
hours for direct labour.
 The standard hours per unit of output are then multiplied by the
planned volume of units to be produced to give the total number of
planned hours for the period.
This is then divided by the number of actual working hours for an
individual operator to show the number of operators required.
Allowance will have to be made for absenteeism and idle time.
Work-study Techniques
 Step 3: HR Demand forecast
Delphi Technique
The Delphi technique is a method of forecasting personnel
needs.
It solicits estimates of personnel needs from a group of experts,
usually managers.
 The HRP experts act as intermediaries, summarise the various
responses and report the findings back to the experts. The
experts are surveyed again after they receive this feedback.
Summaries and surveys are repeated until the experts’ opinions
begin to agree.
The agreement reached is the forecast of the personnel needs.
The distinguishing feature of the Delphi technique is the absence
of interaction among experts.
Delphi Technique
 Flow Models
 Flow models are very frequently associated with forecasting personnel needs. The
simplest one is called the Markov model. In this technique, the forecasters will:
1. Determine the time that should be covered. Shorter lengths of time are
generally more accurate than longer ones. However, the time horizon depends
on the length of the HR plan which, in turn, is determined by the strategic plan
of the organisation.
2. Establish categories, also called states, to which employees can be assigned.
These categories must not overlap and must take into account every possible
category to which an individual can be assigned. The number of states can
neither be too large nor too small.
3. Count annual movements (also called ‘flows’) among states for several time
periods. These states are defined as absorbing (gains or losses to the company)
or non-absorbing (change in position levels or employment status). Losses
include death or disability, absences,resignations and retirements. Gains include
hiring, rehiring, transfer and movement by position level.
4. Estimate the probability of transitions from one state to another based on past
trends. Demand is a function of replacing those who make a transition.
Flow Models
https://www.youtube.com/watch?v=EqUfuT3CC8s
Step 3: HR Demand forecast
Use of Demand Forecasting Techniques
Use of demand forecasting techniques by organisations
(US). As seen from the table, 70 percent of the
companies use supervisor estimates (another name for
managerial judgements) and the famous Delphi
technique finds its acceptance only among three
percent of the sample organisations.
Step 4: HR Supply forecast
HR Supply Forecast
The next logical step for the management is to determine
whether it will be able to procure the required number of
personnel and the sources for such procurement.
This information is provided by supply forecasting, also
called bench forecasting.
Supply forecasting measures the number of people likely to
be available from within and outside an organization, after
making allowance for absenteeism, internal movements and
promotions, wastage and changes in hours, and other
conditions of work.
Step 4: HR Supply forecast
The supply analysis covers

Existing
human
resources,

External
sources of Internal
supply sources of
supply, and
Step 4: HR Supply forecast
1. Existing human resources,
1. Analysis of present employees is greatly facilitated by
HR audits(summarise each employee’s skills and
abilities)
2. HR audits of Non-managers are called skills
inventories and those of the management are called
management inventories.
Step 4: HR Supply forecast
2. Internal sources of supply
Armed with HR audits, planners can proceed with the
analysis of internal supply. The techniques generally used
for the purpose are:
(i) inflows and outflows,
(ii) turnover rate,
(iii) conditions of work and
(iv) absenteeism,
(v) productivity level, and
(vi) movement among jobs.
Inflows and Outflows The simplest way to forecast internal supply is the
inflows and outflows method.
Step 4: HR Supply forecast
Turnover rate is the traditional and simple method of
forecasting internal supply. Stated mathematically, the
turnover rate is
Step 4: HR Supply forecast
Conditions of Work and Absenteeism Changes in
conditions of work such as normal weekly working
hours, overtime policies, the length and timing of
holidays, retirement policy, the policy for employing
part-timers and shift systems need to be assessed.
Absenteeism is understood as unauthorised absence
from work. Stated differently, it amounts to
absenteeism when an employee is scheduled to work
but fails to report for duty.
Step 4: HR Supply forecast
Productivity Level Any change in productivity would
affect the number of persons required per unit of
output. Increase in productivity will reduce the
requirement, and decrease in it would have the
opposite effect.
Step 4: HR Supply forecast
Movement among Jobs Some jobs are sources of
personnel for other jobs.
For example, secretaries may be obtained by the
promotion of word processors, and branch managers
are obtained from a pool of section managers
 Step 4: HR Supply forecast
External Supply
In addition to internal supply, the organisation needs to look
out for prospective employees from external sources.
Sources of external supply vary from industry to industry, organisation
to organisation, and also from one geographical location to another.
Step 5 HR Programming
Once an organization's personnel demand and supply
are forecast, the two must be reconciled or balanced in
order that vacancies can be filled by the right
employees at the right time.
Step 6: HR Plan Implementation
 Implementation requires converting an HR plan into
action.
A series of action programmes are initiated as a part of
HR plan implementation.
Some such programmes are recruitment; selection and
placement; training and development; retraining and
redeployment; the retention plan; the redundance plan;
and the succession plan.
 Step 7: Control and Evaluation
 Control and evaluation represents the fifth and the final phase
in the HRP process
The HR plan should include budgets, targets and standards. It
should also clarify responsibilities for implementation and
control, and establish reporting procedures which will enable
achievements to be monitored against the plan.
These may simply report on the numbers employed against
establishment (identifying both those who are in post and those
who are in pipe line) and on the numbers recruited against the
recruitment targets.
But they should also report employment costs against budget,
and trends in wastage and employment ratios.
Succession Planning
 Akash Ambani to head Reliance
Jio - that’s just phase I of Mukesh
Ambani’s succession plan

https://
www.businessinsider.in/business/corporates/news/mukesh
-ambani-steps-down-as-director-of-reliance-jio-akash-am
bani-appointed-chairman/articleshow/92521472.cms
Managerial Succession Planning
Need for good managers is critical and perpetual.
More and more organisations are planning for managerial
succession and development because they have found that it
takes years of systematic grooming to produce effective managers.
Methods of succession planning vary.
top management’s involvement and commitment,
high-level review of the succession plans,
formal assessment of the performance and potential of the candidates,
and
written development plans for the individual candidates.
Succession plan should centre on important jobs and should identify
correctly the skill requirement of those jobs.
Managerial succession planning
includes training programmes and
series of job assignments leading to
top positions
Components of Succession
Planning

Capacity
and Needs
Assessment

Develop
Monitor and
and
Manage the
Implement
plan.
Plan
 Job Analysis
Meaning and Uses of Job Analysis, Process of Job
Analysis – Job Description, Job Specification,
Job Enlargement, Job Rotation, Job Enrichment
(Meanings Only)
Job Analysis
Job
▷A job may be defined as a “collection or aggregation of
tasks, duties and responsibilities which as a whole, are
regarded as a regular assignment to individual
employees”.
▷In other words, when the total work to be done is
divided and grouped into packages, we call it a “Job”.
▷Jobs can take the form of wage employment, self-
employment, and farming.
▷They can be formal or informal.

60
 Jobs are the cornerstone of economic and social development.
 Economies grow as people get better at what they do, as they
move from farms to firms, and as more productive jobs are
created and less productive ones disappear.
 Societies flourish as jobs bring together people from different
ethnic and social backgrounds and nurture a sense of
opportunity.
 Jobs are thus transformational—they can transform what we earn,
what we do, and even who we are.”

61
 “
Each job has a definite title based upon standardized trade
specifications within a job; two or more grades may be identified,
where the work assignments may be graded according to skill, the
difficulty in doing them, or the quality of workmanship.
Further, a job may include many positions, for a position is a job
performed by, related to, a particular employee.

62
 Meaning of Job Analysis
It is a systematic analysis of each job for the purpose of
collecting information as to what the job holder does,
under what circumstances it is performed and what
qualifications are required for doing the job.

63
Definitions of Job Analysis, Edwin
Flippo:

“
“JOB ANALYSIS IS THE PROCESS OF STUDYING AND
COLLECTING INFORMATION RELATING TO THE
OPERATIONS AND RESPONSIBILITY OF A SPECIFIC
JOB”.

64
 THE PROCESS OF JOB ANALYSIS

Strategic Choices

Gather Information

Process Information

Job description

Job Specification
65
Strategic Choices
• With regard to job analysis, an organization is required to
make at least five choices:
1. The extent of employee involvement in job analysis.
2. The level of details of the analysis.
3. Timing and frequency of analysis.
4. Past-oriented versus future-oriented job analysis.
5. Sources of job data.
 The extent of employee involvement in job
analysis
Employee Involvement is a debatable point.

• Too much involvement may result in bias in favour of a job, as the employee is likely to inflate the duties and
responsibilities of his jobs, just to make it appear more important than it actually is.
• On the other hand, if employees are not involved or only minimally involved, they tend to become suspicious
about the motives behind the job analysis.

Lack of involvement from employees may lead to inaccurate and incomplete information.

The extent to which employees are involved depends upon the needs of both the organisation and the employees.

In order to prevent employee dissatisfaction, uncertainty and anxiety, firms should communicate the reasons for
conducting the job analysis and keep the employees informed about the job-analysis process.
67
 Level of Details
▷ The level of analysis may vary as in time and motion studies, to broad as in analyzing
jobs based on general duties.
▷ The level of analysis affects the nature of the data collected.
▷ The nature of job being analyzed determines the level of detail in job analysis.
○ For example, analyzing the number of movements an employee makes and the
frequency of job-related movements would be more relevant for a crane
operator’s job than a HR manager’s position.
▷ The level of details required in job analysis also depends upon the purpose for which job-
related details are being collected.
○ For example, if the primary purpose of analysing the job is for a mass input for
intensive training programmes or an input for assessing how much the job is
worth, the level of details required may be great .
▷ The job analysis is being done to add clarification to the rules and responsibilities of job
holders, a less-detailed job analysis may be needed.

68
 Timing and frequency of analysis
When and How Often

Another strategic choice relates to the timing and

frequency of conducting job analysis.

Job analysis is generally conducted when

• (i) an organization is newly established and the job analysis is
initiated for the first time;
• (ii) a new job is created in an established company;
• (iii) a job is changed significantly due to change in technology,
methods, procedures or systems;
• (iv) the organization is contemplating a new remuneration plan; or
• (v) the employees or managers feel that there exist certain inequities
between job demands and the remuneration it carries.
69
 Past-Oriented versus Future-
Oriented
If an organization is changing rapidly due to fast growth or
technological change, a more future-oriented approach to job
analysis may be desired.

Traditional job analysis information describes how the job has been
done in the past and the manner in which it is being currently done.

If necessary, a future orientation can be given to the job analysis and

predictions may be made as to how the job will be done in future and the
way it should be done.

This will allow firms to begin hiring and training people for these jobs prior
to the actual change.

• For example, personal computers began to replace electronic typewriters, thus changing the
character of many typist jobs. Many companies anticipated these changes and began retraining
their typists before changing over to personal computers.
70
 Source of Job Data
▷ Although the most direct source of information about a job is the job holder, a number of other
human and non-human sources are available
▷ These sources may provide information which an average job holder cannot, thereby enabling the job
analyst to question the job-holder more effectively

71
 Gather Information
• This step involves decisions on three issues, viz;
1. What type of data is to be collected?
2. What methods are to be employed for data collection?
3. Who should collect the data?
So far as the type of data to be collected is concerned, it may
be stated that all details about the job need to be collected.

72
Gather Information

• Lets address each question one by one

• The first question is :-
• What type of data is to be collected?
• The type of data to be collected is concerned, it may be
stated that all details about the job need to be collected.
• The type of data, however, depends on the end use of the
information, as also on the time and budget constraints.
• Job-oriented activities
• Work Worker-Oriented Machines, Tools,
activities/processes. Activities Equipment, and Work
Procedures used. • Human behaviors Aids Used
• Activity records (such as performed in work • Computers
films). • Elemental motions • Safety equipment
• Personal • Personal job demands • Office tools
accountability/responsib
ility.
Job-Related Tangibles and Job Context
Intangibles Work Performance • Physical working
• Materials processed. • Work measurements conditions
• Products made. • Work standards • Work schedule.
• Knowledge dealt with or • Error analysis • Organized context.
applied • Other aspects. • Social context.
• Services rendered • Incentives

Personal Requirements
• Job-related knowledge
and/or skills
• Personal attributes
Gather Information
• The second question is :-
• What methods are to be employed for data
collection?
The methods for data collection.
(i) observation,
(ii) interview,
(iii) questionnaires,
(iv) checklists,
(v) technical conference, and
(vi) diary methods.
Gather Information
The third question is
Who should collect the data?
With regard to the persons employed to collect data, it
may be stated that three types of individuals are used.
They are—

(i) trained job analysts,

(ii) supervisors, or
(iii) job incumbents.
 Process Information
Once the job information has been collected, it needs to be
processed, so that it would be useful in various personnel functions.
Specifically, job-related data would be useful to prepare job
description and job specification
 Job
Specification
and Job
Description
Results of Job Analysis

The process of job analysis results in two sets of data:

(i) Job description, and (ii) Job specification

Job Specification and Job Description

Job description, indicates what all a job involves—tasks and responsibilities taged
on to a job, job title, duties, machines, tools and equipment, working conditions and
hazards form part of job description.

The capabilities that the job-holder should possess form part of job specification-
Education,experience,training,judgement,skills, communication skills and the like
are a part of job specification.

.
Job Specification and Job Description

What is important is that there should be fit between job demands (job description)
and abilities required to discharge the tasks (job specification).

Any mismatch is likely to result in job dissatisfaction that carries dysfunctional

consequences like low productivity, absenteeism and turnover
Definition of Job specification Job Description

A job description is a document that states an overview of the

duties, responsibilities, and functions of a specific job in an
organisation.

A job specification is a statement of the qualifications,

personality traits, skills, etc. required by an individual to
perform the job.
Job Enlargement

● Job enlargement is a job design technique wherein there is an increase in the

number of tasks associated with a certain job. In other words, it means increasing
the scope of one’s duties and responsibilities. The increase in scope is quantitative
in nature and not qualitative and at the same level.
● Job enlargement is a horizontal restructuring method that aims at increase in
the workforce flexibility and at the same time reducing monotony that may
creep up over a period of time.
● It is also known as horizontal loading in that the responsibilities increase at the
same level and not vertically.
Example: Job Enlargement
● A person hired to handle the reception work is responsible for
handling customer enquiries, queries and calls on the front
desk. She kept on doing the same work for two years and got
bored. She discussed the problem with the HR manager, who
planned to implement job enlargement for making her job profile
interesting.
Job enrichment

● According to Beatty and Schneider,

● “Job enrichment is a motivational technique which emphasizes the
need for challenging and interesting work. It suggests that jobs be
redesigned so that intrinsic satisfaction is derived from doing the job. In
its best applications, it leads to a vertically enhanced job by adding
functions from other organizational levels, making it contain more
variety and challenge and offer autonomy and pride to the employee.”
Example : Job Enrichment
● A human resource executive was initially responsible for
maintaining the employees’ record and calling the candidates for
interviews as directed by the HR manager. To add more value to
the HR executive’s job profile, the manager gave him some
authority related to the work already assigned to him.
Job Rotation

● Job rotation is the systematic movement of

employees from one job to another within the
organization to achieve various human resources
objectives such as orienting new employees, training
employees, enhancing career development, and
preventing job boredom or burnout.
 Uses of Job Analysis

Uses of Job Analysis

1. HRP
Job Description
2. Recruitment and Selection
3. Training and Development
4. Job Evaluation
5. Renumeration
Job Specification 6. Performance Appraisal
7. Personal Information
8. Safety and Health
Recruitment –
Meaning, Methods of Recruitment, Factors
affecting Recruitment, Sources of
Recruitment
 Introduction to Recruitment

▰ HRP helps determine the number and type of people a firm

needs.
▰ Job analysis and job design specify the tasks and duties of
jobs and the
qualifications expected from prospective job holders.
▰ The next logical step is to hire the right number of people of
the right type to fill the jobs.
▰ Hiring involves two broad groups of activities:
1. RECRUITMENT AND
2. SELECTION.
 Recruitment

Determine
Human Resource
Planning
Recruitment JOB ANALYSIS
and Selection
needs
Definition of Recruitment

▰ According to Edwin B Flippo defined, “Recruitment

as the process of searching for prospective
employee and stimulating them to apply for jobs
in the organization.”
Factors affecting
Recruitment

Factors affecting Recruitment

Internal Factors External Factors

 INTERNAL FACTORS

The internal factors likewise term as endogenous elements are the

components inside the organisation that impact selecting in the organisation.
The internal forces i.e. the factors which can be controlled by the organization
are:

• 1. Recruitment Policy
• The recruitment policy of the organization i.e. recruiting from internal sources and external sources also affect the recruitment process. The recruitment policy of an organization
determines the destinations or enlistment and gives a structure to usage of recruitment program.
• 2. Human Resource Planning
• Effective human resource process and procedure helps in fixing the loops present in the existing manpower of the organization. This also helps in  filter the number of employees to
be recruited and what kind qualification and skills  they must possess.
• 3. Size of the Organization
• The size of the organization affects the recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel,
which will handle its operations.
• 4. Cost involved in recruitment
• Recruitment process also count the cost to the employer, thats why  organizations try to employ/outsource the source of recruitment which will be cost effective to the organization for
each candidate.
 EXTERNAL FACTORS

The external forces are the

forces which cannot be
controlled by the organization.
The major external forces are:
•1. Supply and Demand
•The availability of manpower both within and outside the organization is an essential factor in the recruitment process. 
•2. Labour Market
•Employment conditions where the organization is located will effected by the recruiting efforts of the organization. 
•3. Goodwill / Image of the organization
•Image of the firm is another factor having its effect on the recruitment.
•A company with positive image as an employer able to easier to attract and retain employees than an organization with negative image.
•Organisations actions and activities like good public relations, public service like,charity, contruction and developement  roads, public parks, hospitals education and
schools help earn image or goodwill for organization.
 EXTERNAL FACTORS

The external forces are the

forces which cannot be
controlled by the organization.
The major external forces are:
•4. Political-Social- Legal Environment
•Different government controls forbidding separation in contracting and work have coordinate effect on enlistment practices.
•As taken Example, Govt. of India has the convention of reservation in work for, physically Disabled and so on. This limits management freedom to select those individuals who  can be the best performers. This can work as
a potential constraint for recruitment.
•5. Unemployment Rate
•The Element that influence the availability of applicants is the   economy growth rate . At the point when the organization isn't making new jobs, there is frequently oversupply of qualified work which thusly prompts
unemployment.
•6.  Competitors
•The recruitment policies and procedure  of the competitors also affect the recruitment function of the organizations.Time  to time  the organizations have to change their recruitment policies and manuals according to the
policies being followed by the competitors.
Summary of the Factors affecting the Recruitment

▰ Recruitment is one of the main departments which place

the right candidates to the right job. The recruiters
should identify the best candidates from different
sources and job sites.
▰ Recruiters have to identify the problems faced during
recruitment and find an alternative to make work
efficiently which can fulfil recruitment goal on time
 Methods of Recruitment

Internal Method Direct Method Indirect Method Third Party Method

1. Promotion and Campus Newspaper Private employment

transfer, Recruitment advertisements search firms,

Television and radio Employment

2. Job posting, advertisements. exchanges

3. Inside Gate hiring and

moonlighting contractors

4. Employee
referrals. Walk-ins

E-recruiting.
 Sources of Recruitment

Internal Sources External Sources

• Advertisements
• Employment Exchanges
• Unsolicited Applicants
• Professional Organizations
• Data Banks
• Similar Organizations
• Present Employees
• Casual callers
• Employee Referrals
• Labor Contractors
• Former Employees
• Trade Unions
• Previous Applicants
• Gate Recruitments
• Campus Recruitment
• Recruitment Agencies
• Walk-ins, Write-Ins & Talk-ins
• Displaced Persons
• Competitors