JOB ANALYSIS

UNIT II
Definition

Job analysis is the process of gathering information about a

job. It is, to be more specific, a systematic investigation of
the tasks, duties and responsibilities necessary to do a job.

Concept of Job Analysis :

It is a job study , a tool with which the duties
responsibilities , operations , conditions and organizational
aspects of a particular job are studies.
Job Duties : larger work segment consisting of several task that are perform by
individuals.
Job Task : Is a identifiable work activity carried out for a specific purpose.
Job Responsibilities : the state or fact of having a duty to deal with something or of
having control / accountability of something:

Job Task

Job Job Job

Duties Responsibility
Analysis
Nature of job analysis

Job Description

Job Analysis Job Specification

Contra Indicators
Objectives of Job Analysis
Work Simplification
Establishment of standards of work
Job identification and Its title
Distinctive or significance of job
Working conditions of a job profile
What a typical worker does
Material & equipment used in a job
Methodology and procedure of working
Personal Attributes required by an personnel
Important/ benefits / Uses of Job
Analysis
Multifaceted Nature of Job Analysis

Recruitment
Human Resource
Planning Selection

Job Evaluation Placement

Job Design and

Training
Redesign

Performance
Counselling
Appraisal
Employee Safety
JOB DESCRIPTION AND JOB SPECIFICATION

Job description: this is a written statement of what the job holder

does, how it is done, under what conditions it is done and why it is
done.
It is a statement of duties , working conditions and other factors
associated with a particular job.
Content of Job description:
1. Job title
2. Job Location
3. Job summary
4. Machine and tool used
5. Task , Responsibilities and duties
Sample of Job Description
Title Compensation manager

Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee compensation
programmes.
Duties v Conduct job analysis.
v Prepare job descriptions for current and projected positions.
v Evaluate job descriptions and act as Chairman of Job Evaluation
…………………………….committee.
v Insure that company’s compensation rates are in tune with the company’s
…………………………….philosophy.
v Relate salary to the performance of each employee. Conduct periodic salary
…………………………….surveys.
v Develop and administer performance appraisal programme.
v Develop and oversee bonus and other employee benefit plans.
v Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
JOB SPECIFICATION
•Job specification: it offers a profile of human characteristics
(knowledge, skills and abilities) needed by a person doing a job.
•It is the statement of knowledge , skills and abilities required by a
personnel to complete his task effectively.
Content of Job specification:
1. Educational Qualification required
2. Professional Experience
3. Training associated
4. KSA required.
SAMPLE OF JOB SPECIFICATION

Education v MBA with specialization in HRM/MA in social work/PG

Diploma in HRM/MA in industrial psychology.
v A degree or diploma in Labour Laws is desirable.
Experience v At least 3 years’ experience in a similar position in a large
manufacturing company.
Skill, Knowledge, Abilitiesv Knowledge of compensation practices in competing
industries, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems.
v Skill in writing job descriptions, in conducting job analysis
interviews, in making group presentations, in performing
statistical computations
v Ability to conduct meetings, to plan and prioritise work.
Work Orientation Factorsv The position may require upto 15 per cent travel.
Age v Preferably below 30 years.
THE PROCESS OF JOB ANALYSIS

• Organizational analysis
Step 1

• Selection of representative positions to be analyzed

Step 2

• Collection of job analysis data

Step 3

• Preparation of job description

Step 4

• Preparation of job specification

Step 5
Methods Of Collecting Job Analysis
Data
Seven general techniques are generally used to collect job analysis
data;
v Job performance: the analyst actually performs the job in
question and collects the needed information
v Personal observation: the analyst observes others doing the
job and writes a summary
v Critical incidents: job incumbents describe several incidents
relating to work, based on past experience; the analyst collects,
analyses and classifies data.
v Interview: job incumbents and supervisors are interviewed to
get the most essential information about a job
 Methods Of Collecting Job Analysis
Data
v Panel of experts: experienced people such as job incumbents and supervisors
with good knowledge of the job asked to provide the information.

v Diary method: job incumbents asked to maintain diaries or logs of their daily
job activities and record the time spent and nature of work carried out.

v Questionnaire method: job incumbents approached through a properly

designed questionnaire and asked to provide details.

v The Position Analysis Questionnaire: it is a standardized form used to

collect specific information about job tasks and worker traits.
Methods Of Collecting Job Analysis
Data
v Management Position Description Questionnaire: it is
a standardized form designed to analyze managerial jobs
vFunctional job analysis: it is a systematic process of
finding what is done on a job by examining and
analysing the fundamental components of data,
people and things.
JOB DESIGN
 CONCEPT OF JOB DESIGN
Job design is the process of Work arrangement (or rearrangement) aimed at
reducing or overcoming job dissatisfaction and employee alienation arising
from repetitive and mechanistic tasks. Through job design, organizations try
to raise productivity levels by offering non-monetary rewards such as greater
satisfaction from a sense of personal achievement in meeting the increased
challenge and responsibility of one's work. Job enlargement, job enrichment,
job rotation, and job simplification are the various techniques used in a job
design exercise.

DEFINITION
Job design involves systematic attempt to organize tasks, duties and
responsibilities into a unit of work to achieve certain objectives.
The process by which managers decide individual job tasks and authority
OBJECTIVES OF FOR JOB DESIGN
There are various steps involved in job
design
1. Specification of individual tasks
2. Combination of task into jobs
3. Sequence of performing these tasks
4. Specification of methods
Principles of Job Design
Principle of Variety
Principle of Responsibility
Principle of Participation in decision making
Principle of Autonomy
Principle of Recognition and support
Principle of Task identity (whole’ piece of work. )
Principle of Working environment
Principle of Feedback
 Benefits of Job Design
Employee Input: A good job design enables a good job
feedback.
Employee Training: Employee trainings should be given
considerable space in job design.
Work / Rest Schedules: OB design offers good work and rest
schedule by clearly defining the number of hours an individual
has to spend in his/her job.
Adjustments: A good job designs allows for adjustments for
physically demanding jobs by minimizing the energy spent
doing the job and by aligning the manpower requirements for
the same.
APPROACHES TO JOB
DESIGN
Classical approach/Methods:

Classical approach of job design is initiated by F.W Taylor with his well known
Scientific Management Theory. He focused in the balance among work, motion
and time at work. Taylor focused to design the jobs in such a way that the
productivity can be increased significantly. Scientific management theory
believes in excessive use of scientific tools, techniques and materials. Main
focus of this approach is to increase the organizational productivity by effective
planning for improving human efforts and skills. Classical approach of job
design popularly uses the following methods:
i. Work Simplification:
ii. Job Rotation:
iii. Job enlargement:
Socio-Technical System Approach:
Employer's motivation is the most important factor in organizational
productivity. Various researches have found that employee motivation is the
function of socio-factor. There needs guide them for the better result. In this
ground, jobs can be designed to the employee's individual needs and technical
requirements i.e. according to individual needs and organizational
requirements. This approach thus, considers the social aspects and technical
system of the job. Peer supervisor relationship, need of group work and
creation of supportive environment are some key elements of socio-cultural
approach of job design.
Behavioral Approach:
Effectiveness of jobs depends on the behavior of employees toward that job. Job
itself should be sufficient to motivate employees. So, the behavioral aspects of
the employees should be included while designing jobs. This approach of job
design is called behavioral approach. This means, behavioral approach of job
design analyzes the considers some behavioral aspects of employees like
autonomy, variety, task identity, task significance, feedback mechanism, etc.
Behavioral approach of job design includes following popular method:
i. Job enrichment method:
ii. Autonomous team:
iii. Job Characteristics:
iv. Modified work schedule method: (Shorter work week, Flex time, Job
sharing: , Home work )
 TECHNIQUES OF JOB DESIGN

INDIVIDUAL DESIGN OPTION GROUP DESIGN OPTION

[Link] enrichment method
[Link] team
2. Job Characteristics
[Link] work schedule
[Link] Teams
method: (Shorter work week,
Flex time, Job sharing: , Home
work )
[Link] Simplification
[Link] Rotation
[Link] enlargement
Job Simplification
This is the method in which complex job is first divided into number of small simple activities or units.
Similar activities need to be grouped into a work unit and each work unit is assigned to a worker. Jobs
and assigned to employees on the basis of specialization so that the productivity can be improved
through work specialization. Work units into a job are estimated to be repetitive. This further increases
the work efficiency. This method is appropriate to the lower level employees.
Merits of Work Simplification:
Jobs are made more simple therefore no need to have training and development expenses.
This method focuses on job specialization so that the productivity can be improved.
Less supervision can be sufficient to supervision employees.
Demerits of Work Simplification:
There will be high chance of over specialization of skills.
Repetitive job create boredom in workers.
Monotony at work may increase absenteeism, turnover and accidents.
 Job Rotation
Job Rotation is a management approach where employees are shifted
between two or more assignments or jobs at regular intervals of time in
order to expose them to all verticals of an organization. It is a pre-planned
approach with an objective to test the employee skills and competencies in
order to place him or her at the right place
Objective :
1. Increases task variety by periodically shifting workers among jobs involving different
task assignments.
2. Helps in performing tasks requiring similar knowledge and skill base
3. Reduce monotony of job
4. Succession Planning
5. Creating Right-Employee Job Fit
6. Exposing Workers to All Verticals of the Company

3/10/2018 27
Merits of Job Rotation Method:
It reduces monotony and boredom among workers.
It provides opportunity to work in different situations so that employees can
enhance their social relationship.
Employees can handle varieties of tasks without adding new knowledge, skills
and expertise.
It helps to fulfill the vacancies at different places through internal source.
It helps to handle employee grievances.
Demerits of Job Rotation method:
Tendency of seeking transfer because of personal reason can be increased.
Employees need to time to adjust in new environment which may interrupt
regular performance.
Orientation, socialization and training cost will be increased.
Job Enlargement
Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of
difficulty and responsibility; also called horizontal job loading. Job enlargement is the process of
expanding the job responsibilities within the same job.
Advantage:
1. Additional task motivate employees for better efforts:
2. It reduces monotony and boredom among workers.
3. It increases job satisfaction with extended scope of job.
4. It provides greater opportunity of personal growth.
5. It reduces operation cost by reducing employees.
Disadvantage:
1. Training is essential for additional responsibility which increase the cost.
2. Already monotonous job will be more monotonous with additional tasks.
3. This is substituting one zero with the another zero - Herzberg. This means one more boring job to another.
4. Additional task at same job without additional pay and benefits may reduce the motivation of employees.
3/10/2018 29
 Job Enrichment
Job Enrichment is a concept of Increasing a worker’s responsibility and control over
his or her work; also called vertical job loading.
Ways of enriching jobs:
◦ Allow workers to plan their own work schedules.
◦ Allow workers to decide how the work should be performed.
◦ Allow workers to check their own work.
◦ Allow workers to learn new skills.
Advantage:
Gives workers more autonomy, responsibility, and control.
Employees with high ambition and seeking greater personal growth can satisfied and
motivated.
This will be beneficial for succession planning.
Absenteeism and turnover rate can be reduced.
3/10/2018 30
 Disadvantages
1. This method is not appropriate to the employees with low self esteem,
confidence and pessimistic employees.
2. This method is not suitable for complex job consisting of many production
processes.
3. This is risky to assign higher order responsibilities to the employees without
training.
4. Employees may reject the additional responsibilities because of resistivity
toward change.
Job sharing: a particular full time job is shared between two or more part
time employees.
Virtual Office
Modified work schedule method:
Flexi time : This method allows workers more freedom to select work schedule within
the general guidelines laid down by the organization.
 Compressed work week,

Self managed teams: Autonomous work teams are the groups of self
directed, self managed and self motivated employees who work for inter
related and interdependent works.
Telecommuting : Use of computer in jobs
Job Enlargement Vs.
Job Enrichment
The Job Characteristics Model- Hackman
& Oldham
An approach to job design that aims to identify characteristics that make jobs
intrinsically motivating and to specify the consequences of those characteristics.
Hackman & Oldham's job characteristics model is one of the only approaches that
focuses on looking at job design through a person-fit theory. The theory was developed
in the 1970s and is composed of five core job characteristics. The five characteristics
are skill variety, task identity, task significance, autonomy and feedback from the
job.

Five key components :

 Core job dimensions
 Motivating potential score
 Critical psychological states
 Consequences: work and personal outcomes
 Individual differences

3/10/2018 35
CORE JOB DIMENSIONS :

Skill Variety: The extent to which a job requires a worker to use

different skills, abilities, or talents.
Task Identity: The extent to which a job involves performing a
whole piece of work from its beginning to its end.

Task Significance: The extent to which a job has an impact on the

lives or work of other people in or out of the organization.

Autonomy: The degree to which a job allows a worker the freedom

and independence to schedule work and decide how to carry it out.

Feedback: The extent to which performing a job provides a

worker with clear information about his or her effectiveness.

3/10/2018 36
All together focus towards growth
of Org.
 EXCEL
BOOKS

HUMAN RESOURCE
PLANNING
INTRODUCTION
HRP offers an accurate estimate of the number of employees required with matching
skill requirements to meet organizational objectives. HRP is a forward looking
function as human resource estimates are made well in advance.
Human resource planning is a process that identifies current and future human
resources needs for an organization to achieve its goals. Human resource planning
should serve as a link between human resource management and the overall strategic
plan of an organization.
Human Resource Planning (HRP) is the process of forecasting the future human
resource requirements of the organization and determining as to how the existing
human resource capacity of the organization can be utilized to fulfill these
requirements. It, thus, focuses on the basic economic concept of demand and supply
in context to the human resource capacity of the organization.
 Nature & Scope of HRP
1. It keeps the record of current manpower with the organization.
2. Assessing the future requirements of manpower for organization
objectives.
3. To make the manpower recruitment plans.
4. To phase out the surplus employees.
5. To make a layout of training programme for different categories of
employees.
OBJECTIVE
•Forecast personnel requirements
•To Cope with changes
•To assess the future manpower requirements to achieve the organization objectives
•Use existing manpower productively
•Promote employees in a systematic way
•To make a balance between the distribution and allocation of manpower
•To ensure optimum use of available manpower.
IMPORTANCE OF HUMAN RESOURCE PLANNING

[Link] a talent pool

[Link] people for future
[Link] with organizational changes
[Link] costs
[Link] succession planning
[Link] greater effectiveness
The Process Of HRP
1. Forecasting the demand for Human resources
2. Preparing Manpower Inventory( supply forecast)
3. Determining Manpower Gaps
4. Formulating Manpower Plans
FORECASTING THE DEMAND FOR HUMAN
RESOURCES

External Challenges: (Economic developments, Political, legal, social,

technological changes. Competition) Liberalization, privatization and globalization
(LPG era) have created huge demand for people in software, finance marketing,
and manufacturing fields.
Organizational Decisions: Decisions such as expansion, diversification, and
relocation leading to demand for people possessing requisite skills
Workforce Factors: Such as retirement, resignation, and termination etc creating
manpower gaps.
FORECASTING TECHNIQUES

1. Expert forecasts / Managerial judgement

2. Ratio-Trend analysis
3. Workforce analysis
4. Workload analysis
5. Delphi Technique
Expert Forecasts: These are based on the judgments of those who possess good knowledge of future
human resource needs. In this managers sit together, discuses 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 department proposals to top managers who arrive at the company forecasts.

Ratio-Trend Analysis: This is based on the assumption that the future is an extrapolation from the past.
Human resource needs, as such, can be estimated by examining pas trends. This is the quickest forecasting
technique. The technique involves studying past ratios, say, between the number of workers and sales in an
organization and forecasting future rations, making some allowance for changes in the organization or its
methods.

An example of trend analysis

2001-02 Production of Units : 5,000
2002-03 No. of Workers : 100
Ratio : 100:5000
2003-04 Estimated Production : 8,000
100
No. of Workers required : 8000 × 5000= 160
If supervisors have a span of 20 workers, 8 supervisors are also needed in 2003-04.
Workforce Analysis:
All relevant factors in planning manpower flows in a firm such as transfers,
promotions, new recruitments, retirement, resignation, dismissal etc are taken
into account while estimating HR needs

Manpower flows in a bank

Promotions out
Transfers In > > Job Hopping
> Transfers Out
> Retirement
> VRS Scheme (Golden handshake)
Recruits In > > Discharge or Dismissal
> Terminations
> Resignations
Promotions In > > Retrenchment
> Attractions in Other Banks, etc.
Workload Analysis:
Based on the planned output, a firm tires to calculate the number
of persons required for various jobs.
An example of workload analysis
Planned output for the year 10,000 pieces
Standard hours per piece 3 hours
Planned hours required 30,000 hours
Productive hours per person per year 1,000 hours (estimated on annual
basis)
(allowing for absenteeism, turnover, idle time etc.)
No. of workers required 30
If span of control in the unit is 10 per officer, then 3 officers are also required.
 Delphi Technique :
Delphi Technique : Named after the ancient Greek Oracle at the city of Delphi
technique is a method of forecasting personnel needs. It solicits estimates of
personnel needs from a group of experts, usually mangers. The HRP experts act
as intermediaries, summaries 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 interacting among experts.
SUPPLY FORECASTING
A) Internal labour supply (Succession analysis ): a manpower inventory in terms
of the size and quality of personnel available (their age, sex, education, training,
experience, job performance, etc) is usually prepared by HR departments. Several
techniques are used while ascertaining the internal supply of manpower (a supply of
employees to fill projected vacancies can come from within the firm or from new
hires )
The above figure illustrates that internal supply forecasting can be estimated based on the following:

(a) Current Staffing Level

(b) Projected Outflows This Year
(c) Projected Inflows This Year
Estimated Internal Labour Supply For A Given Firm

Sources of Inflows The Firm Projected Outflows

v Promotions

v Transfers v Quits
Current Staffing
v Promotions Level v Terminations
Employees In Employees Out
v New Recruits v Retirements

v Recalls v Deaths

v Layoffs

Current Projected Projected Firm’s internal

staffing – outflows + inflows = supply for this
level this year this year time next year
SUPPLY FORECASTING
Staffing table: Shows the number of employees in each job, how they are utilised
and the future employment needs for each type of job.

Marcov analysis: Uses historical information from personnel movements of the

internal labour supply to predict what will happen in the future transition
probability matrix is developed to determine the probabilities of job incumbents
remaining in their jobs for the forecasting period. The technique is named after
Russian mathematician Andrei Andreyevich Markov
SUPPLY FORECASTING
Skills Inventory: It is a summary of the skills and abilities of non managerial
employees used in forecasting supply. A skills inventory is a compilation of
the skills, education and experiences of current employees. Organizations use
these inventories to assess whether current staff can meet company goals.
 Skills Inventory: An Example
Name : A.K. Sen Date printed : 1-4-2004
Number : 429 Department : 41

Key words Work ex perienc e

Word Description Activity F ro m To
Accounting Tax Supervision 1998 2000 Tax clerk ABC Company
and analysis
Book Keeping Ledger Supervision 2000 2002 Accountant XYZ Co.
Auditing Computer Analysis 2002 2003 Chief Accounts TT Bank
records Officer

Education Special Qualifications M em be rsh ips

Degree Major Year Course Date 1. AIMA

MBA Finance 1998 DBF 1996 2. ISTD

[Link] Accounts 1995 Risk Management 1999 3. ICA

Computer La ng uag es Position Location Hobbies

Literacy preference choice

v Tally French Accounting Kolkata Chess

v Banking Auditing Delhi Football
Software Bangalore Boating

Employees Signature __________ HR Department________

Date _______________________ Date ________________
 Replacement Chart:

Replacement charts are a forecasting technique used in succession planning to help

companies visualize key job roles, current employees and existing and future
vacancies. Positions are mapped alongside information such as potential
replacements, gender and promotion potential. It is a visual representation of who
will replace whom in the event of a job opening.
Replacement chart
General Manager Key
V. K. Garg Names given are replacement
A/2 candidates
P A to A. Promotable now
General Manager B. Needing development
L. Mathews C. Not suitable to position
B/1 1. Superior performance
2. Above Average performance
Assistant General Manager 3. Acceptable performance
R.K. Arora A/2 4. Poor performance
B.K. Nehru B/3

Division: Division: Division:

Accounting & Planning Manager Technical Advisor
HR Manager
Taxation Manager A.N. Gupta A/1 N.R. Murthy B/3
C.P. Thakur A/1
A.T. Roy C/2 K.P. Rao B/1

Northern Region Central Region Southern Region Manager Eastern Region

Manager Manager A. Subramanyam B/2 Manager
L.C. Srivatsav A/2 S.P. Kumar A/1 B.K. Menon B/1 R. Krishna B/3
A. Thapar C/4 R. Pandey B/3
Supply Forecasting

B) External Labour supply: External hires need to be contacted when suitable

internal replacements are not available. A growing number of firms are now using
computerized human resource information systems to track the
qualifications of hundreds or thousands of employees. HRIS can provide managers
with a listing of candidates with required qualifications after scanning the data
base. The prominent source of external labour supply is Recruitment and Selection
process.
Important Barometers Of Labour Supply
1. Net migration into and out of the area
2. Education levels of workforce
3. Demographic changes in population
4. Technological developments and shifts
5. Population Mobility
6. Demand for specific skills
7. National, regional unemployment rates
8. Actions of competing employers
9. Government policies, regulations, pressures
10. Economic Forecasts for the next few years
11. The attractiveness of an area
12. The attractiveness of an industry in a particular place
MANPOWER GAP ANALYSIS
This is used to reconcile the forecasts of labour demand and
supply. This process identifies potential skill shortages or
surpluses of employees, skills and jobs
Estimating manpower requirements
Year
1 2 3

1. Number required at the beginning of the year

2. Changes to requirements forecast during the year DEMAND
3. Total requirements at the end of the year (1+2) ------- ------
4. Number available at the beginning of the year
5. Additions (transfers, promotions) SUPPLY
6. Separations (retirement, wastage, promotions out and other losses)
7. Total available at the end of year (4+5+6) --------------------
8. Deficit or surplus (3-7) RECONCILIATION
9. Losses of those recruited during the year OF THE ABOVE
10. Additional numbers needed during the year (8+9) MANPOWER NEEDED
Formulating HR Plans
Once supply and demand for labour is known adjustments can be
made formulating requisite HR plans

A Variety Of HR Plans

v Recruitment plan : is the estimate of number and composition of new hires during the
year.
v Redeployment plan: will indicate the programme for transferring or retaining existing
employee for new job
v Redundancy plan: can help you minimize the negative impacts of the
restructuring and improve the motivation of remaining employees. ( Golden handshake, lay
offs etc)
v Training plan : The type of training needed in the organization.
v Productivity plan :
v Retention plan : sustaining and maintaining old employees.
Limitations Of Human Resource Planning

HR professionals are basically confronted with three problems

while preparing and administering HR plans:
1. Inadequate records
2. Improper retrieval systems
3. Non-computerized personnel information
4. Current technologies and knowledge not put to use optimally
5. Changes in labor market
6. Difficulties in forecasting resignations, deaths, turnovers etc.
Effective Human Resource Planning

1. HR plans must fit in with overall objectives of a firm.

2. They must get consistent support from top management.

3. Computerized human resource information systems must be

used for applicant tracking, succession planning, building
skills inventories etc.

4. The whole exercise must be carried out in coordination with

operating managers.
RECRUITMENT
RECRUITMENT
Recruitment is the process of locating and encouraging potential applicants to
apply for existing or anticipated job openings
vCertain influences, however, restrain a firm while choosing a recruiting
source such as:
vPoor image
v Unattractive job
v Conservative internal policies
v Limited budgetary support
v Restrictive policies of government
Features /Purpose of Recruitment
1. Attract and encourage more and more candidates to apply in the organisation.
2. Create a talent pool of candidates to enable the selection of best candidates for the
organisation.
3. Determine present and future requirements of the organization in conjunction with
its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
4. Increase the pool of job candidates at minimum cost.
5. Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
6. Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
Significance of Recruitment
1. Meet the organizations legal and social obligations regarding the composition
of its workforce.
2. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
3. Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
Need of Recruitment – to cater
Planned Demand
Unexpected Demand
Anticipated Demand
Recruitment: matching the needs of
applications and organisations

Information Flow

Organisation Potential
need for high Internal applicants’
quality Applicants need for
employees suitable job

Environment:
Economic and Social,
Technological and Political
The Concept of Recruitment or Employee
Hiring

Recruitment refers to the overall process of attracting, selecting and appointing

suitable candidates for jobs (either permanent or temporary) within an
organization. Recruitment can also refer to processes involved in choosing
individuals for unpaid positions, such as voluntary roles or unpaid trainee roles.

The process of interviewing and evaluating candidates for a specific job and
selecting an individual for employment based on certain criteria. Employee
selection can range from a very simple process to a very complicated process
depending on the firm hiring and the position.
 Situational factors impacting recruitment
vEconomic factors
v Social factors
v Technological factors
v Political factors
v Legal factors
v The Factories Act
v The Apprentices Act
v The Employment Exchanges Act
v The Contract Labour Act
v Bonded Labour System Act
v The Child Labour Act
Sources of Sources of
Recruitment Recruitment

Internal Sources
External Source (
( Recruitments from Recruitments from
within the outside the organization
organizations )

Advertisement ( Electronic and print

Transfers media)
Promotions Campus hiring
Inside moon lighting Outsourcing
Consultancy
Gate hiring
Employment Exchange
Merits and demerits of hiring people from
within
MERITS DEMERITS
(i) Economical: The cost of recruiting Limited choice: The organisation is forced to
internal candidates is minimal. No expenses are select candidates from a limited pool. It may
incurred on advertising. have to sacrifice quality and settle for less
qualified candidates.
(ii)Suitable: The organisation can pick the
right candidates having the requisite skills. The (ii)Inbreeding: It discourages entry of talented
candidates can choose a right vacancy where their people, available outside an organisation.
Existing employees may fail to behave in
talents can be fully utilised. innovative ways and inject necessary dynamism
to enterprise activities.
(iii) Reliable: The organisation has (iii) Inefficiency: Promotions based on
knowledge about the suitability of a candidate for length of service rather than merit, may prove to
a position. ‘Known devils are better than be a blessing for inefficient candidates. They do
unknown angels!’. not work hard and prove their worth.
(iv) Satisfying: A policy of preferring people (iv) Bone of contention: Recruitment from
from within offers regular promotional avenues within may lead to infighting among employees
for employees. It motivates them to work hard aspiring for limited, higher-level positions in an
and earn promotions. They will work organisation. As years roll by, the race for
with loyalty, commitment and enthusiasm. premium positions may end up on a bitter note.
 Merits and demerits of hiring people from outside
MERITS DEMERITS
1. Wide choice: The organisation has the 1. Expensive: Hiring costs could go up substantially.
freedom to select candidates from a large Tapping multifarious sources of recruitment is not
pool. Persons with requisite qualifications an easy task, either.
could be picked up.
2. Injection of fresh blood: People with special 2. Time consuming: It takes time to advertise, screen,
skills and knowledge could be hired to stir up to test and to select suitable employees. Where
the existing employees and pave the way for suitable ones are not available, the process has to be
innovative ways of working. repeated.
3. Motivational force: It helps in motivating 3. Demotivating: Existing employees who have put
internal employees to work hard and compete
with external candidates while seeking career in considerable service may resist the process of
growth. Such a competitive atmosphere filling up vacancies from outside. The feeling that
would help an employee to work to the best of their services have not been recognised by the
his abilities. organisation, forces them to work with less
4. Long term benefits: Talented people could enthusiasm and motivation.
join the ranks, new ideas could find
meaningful expression, a competitive 4. Uncertainty: There is no guarantee that the organisation,
atmosphere would compel people to give of ultimately, will be able to hire the services of suitable
their best and earn rewards, etc. candidates. It may end up hiring someone who does not
‘fit’ and who may not be able to adjust in the new set-up.
Method of Recruitment
 Methods Of Recruitment - Internal methods

vPromotions and transfers: Promotion is the movement of an employee from a

lower level position to a higher level position with increase in salary

Transfer, on the other hand, is a lateral movement within the same grade, from one job to
another.

v Inside moonlighting (Job posting): It is a method of publicizing job openings on

bulletin boards, electronic media and similar outlets by a company.

v Employee referrals: It is a kind of recommendation from a current employee

regarding a job applicant
Direct methods

vCampus recruitment

It is a method of recruiting by visiting and participating in college campuses and

their placement centres. Possibly the most popular way of hiring the best brains
in the country, this method has to be used with lot of care and caution. Campus
hiring, of course, is not easy.

v Direct Mails / Telephones

v Walk-ins

v Internship Programs
Indirect methods
vNewspaper advertisements
vTelevision and radio advertisements
v Gate hiring
Third party methods
vPrivate employment search firms
vEmployment exchanges
vcontractors
vUnsolicited applicants/walk-ins
vInternet recruiting
Process of
Recruitment
Alternatives to recruiting

Overtime: Short term fluctuations in work volume could best be solved through
overtime. The employer benefits because the costs of recruitment, selection and
training could be avoided. The employee benefits in the form of higher pay.

Subcontracting: To meet a sudden increase in demand for its products and

services, the firm may sometimes go for subcontracting – instead of expanding
capacities immediately. Expansion becomes a reality only when the firm
experiences increased demand for its products for a specified period of time.
Meanwhile, the firm can meet increased demand by allowing an outside
specialist agency to undertake part of the work, to mutual advantage.
Temporary employees: Employees hired for a limited time to perform a specific
job are called temporary employees. They are particularly useful in meeting short
term human resource needs. A short term increase in demand could be met by
hiring temporary hands from agencies specializing in providing such services.

Employee leasing: Hiring permanent employees of another company who

possess certain specialized skills on lease basis to meet short-term requirements –
although not popular in India – is another recruiting practice followed by firms in
developed countries.

Outsourcing: Any activity in which a firm lacks internal expertise and requires
on unbiased opinion can be outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training, payroll processing,
surveys, benchmark studies, statutory compliance etc.
Employee poaching (also known as job poaching, talent poaching, or employee
raiding) is when a company hires an employee from a competing company.
Unsolicited Applicants / Walk – ins: Companies generally receive unsolicited
applications from job seekers at various points of time. The number of such
applications depends on economic condition, image of the company and job
seeker’s perception of the types of jobs that may be available, etc. such
applications are generally kept in a data bank and whenever suitable vacancy
arises, the company would intimate the candidate to apply through formal
channel.
Recent Recruiting Trends
1. Focus on Employer Branding Will Grow
2. Use of Talent Analytics Will Increase
3. Employers Will Broaden Their Sourcing Scope
4. HR Will Look to Repair the Candidate Experience
5. HR Technologies Will Continue to Integrate
6. RPR - Recruitment Process Outsourcing
SELECTION
SELECTION
Selection is the second stage of the recruitment and selection process. It may be
defined as the process of choosing the best one from among the number of
candidates.
The recruitment process has a wide coverage as it collects the applications of
interested candidates, whereas the selection process narrows down the scope and
becomes specific when it selects the
Dale Yoder has defined, “Selection is the process by which candidates for
employment are divided into two classes those who will be offered employment
and those who will not”;suitable candidates.
Heinz Weihrich and Harold Koontz have defined, “Selection is the process of
choosing form the candidates, from within the organization or from outside, the
most suitable person for the current position or for the future positions”
 Recruitment Vs Selection
Basis for Comparison Recruitment Selection
Recruitment is an activity of searching Selection refers to the process of
Meaning candidates and encouraging them selecting the best candidates and
apply for it. offering them job.
Approach Positive Negative
Inviting more and more candidates to Picking up the most suitable
Objective
apply for the vacant post. candidate and rejecting the rest.
Key Factor Advertising the job Appointment of the candidate
Sequence First Second
Vacancies are notified by the firm The firm makes applicant pass
through various sources and through various levels like submitting
Process
application form is made available to form, written test, interview, medical
the candidate. test and so on.
As recruitment only implies the Selection involves the creation of
Contractual Relation communication of vacancies, no contractual relation between the
contractual relation is established. employer and employee.
Method Economical Expensive
Selection Test / Employment Test
The physical & mental abilities, knowledge, skills, personal characteristics & other
aspects of behavior can be effectively measured through the pre-employment tests.
Some common selection test
Personality test: Thematic Appreciation Test
GATB: General Aptitude Test Battery
CMI : Career Maturity Inventory
Achievement Test : In-Basket test
Interest Test
Skill Test