Chapter - 2
HR Planning, Recruitment
& Selection
HR Planning
The process of analyzing and identifying the need for and
availability of human resources & develop strategies so that the
organization can meet its objectives.
The means used to anticipate and manage the supply of and
demand for human resources.
It is a forward looking action.
It tries to asses human resources requirements in advance
keeping the production schedules, market fluctuations, demand
forecasts, etc, in the background.
HRP is subjected to revision and it is part of overall corporate
plan.
Reflects the broad thinking of management about HR.
Objectives of HRP :
1. Forecast personnel requirements :
2. Cope with changes :
3. To ensure employee availability.
4. Use existing workforce productively :
5. Promote employees in a systematic manner.
6. Preventing organization from overstaffing and understaffing.
7. To provide direction to all HR activities.
Importance / Scope of HRP :
Creating Reservoir of talent :
Cater manpower as per environmental changes
Prepare people for future :
Expand or contract :
Cut costs : Planning facilitates budgeting and controlling
manpower costs.
Succession planning :
HR Planning Process
Activities involved in HR Planning –
1. Environmental Scanning -
External environment scanning
Internal environment assessment - Auditing Jobs and Skills
– What jobs exist now?
– How many individuals are performing each job?
– How essential is each job?
– What jobs will be needed to implement future organizational strategies?
– What are the characteristics of anticipated jobs?
2. Forecasting HR Supply and Demand –
The use of information from the past and present to identify
expected future conditions.
Forecasting the Supply for Human Resources - External
Supply, Internal Supply.
3. Preparing an inventory of present manpower
HRIS databases—Information about employees’
knowledge, skills and abilities (KSAs) & work preferences.
Components of an organizational capabilities inventory -
• Workforce and individual demographics
• Individual employee career progression
4. Anticipating problems of manpower :
Projecting present resources into the future and comparing
the same with the forecast of manpower requirements.
Determine the quantitative and qualitative adequacy of
manpower.
5. Meeting Manpower requirements :
Planning, Recruitment and selection, Training & development,
Introduction and Placement, Promotion and Transfer,
Motivation and Compensation.
JOB ANALYSIS
It is the process of collecting and studying information relating to the
operations and responsibilities of a specific job.
‘Job analysis is the procedure for determining the duties and skill
requirements of a job and the kind of person who should be hired for
it’.
Determination of tasks which comprise the job and of skills,
knowledge, abilities and responsibilities required of the worker for a
successful performance and which differentiates one job from all
others.
Job analysis produces information which can be used for writing job
description and job specifications.
Job Description: A written statement of what the employee
actually does, or how he/she does it and what the job’s working
conditions are. It contains -
Job identification
Job summary
relationships
Responsibilities and duties
Authority of incumbent
Standards of performance
Working conditions
Job Specification: A written statement of human skills, competencies,
qualification, experience, talent, experience necessary to perform the
job.
Job description is utilised to write a Job Specification.
It contains -
Education & Qualification
Experience & Training
Knowledge & Skills
General Skills
Physical requirements – Appearance, Normal health & mental
condition, Initiative, Judgement, Emotional Stability.
Project exposure.
Types of information collected via job analysis:
Work activities:
Human behaviours: Like sensing, communicating, deciding, writing,
etc,.
Machine, tools, equipment, and work aids:
Performance standards:
Job context: Physical work conditions, work schedule, and
organisational and social context
Human requirements:
USES OF JOB ANALYSIS INFORMATION
JOB ANALYSIS
JOB DESCRIPTION
AND JOB
SPECIFICATION
RECRUITING AND JOB EVALUATION
PERFORMANCE TRAINING
SELECTION -WAGE AND SALARY
ANALYSIS REQUIREMNTS
DECISION DECISIONS
Job Design & Analysis
“JOB DESIGN” involves systematic attempts to organize tasks,
duties, and responsibilities in to a unit of work to achieve certain
“OBJECTIVES”
It is the process by which deciding individual job tasks and
authority.
Elements of Job Design -
Task Analysis
Worker Analysis
Environmental Analysis
Task Analysis :
Task Analysis Determines
What tasks will be done?
How each task will be done?
How the tasks fit together to form a job?
Worker Analysis -
Worker Analysis Determines :
Capabilities the worker must possess.
Responsibilities the worker will have.
Environmental Analysis :
Environmental Analysis Used to analyze physical environment
including:
Location
Lighting
Temperature
Noise
Ventilation
JOB DESIGN TECHNIQUES
Individual Job design techniques -
Job Rotation.
Job Enlargement
Job Enrichment
Group job design techniques –
Work teams
Autonomous work groups
Recruitment -
Recruitment is the process of discovering of potential applicants
for actual or anticipated organizational vacancies.
Recruitment is the process of discovering the right applicant and
tapping the talent.
The specific strategies used & decisions made in the staffing
process will directly impact on organization’s success.
Process of Recruitment -
Identify vacancy
Prepare job description and person specification
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
Selection process
SELECTION
- Selection is the process of picking individuals with requisite qualifications
& competence to fill jobs in the organization.
- It is the process of differentiating between applicants in order to identify
(and hire) those with a greater likelihood of success in a job
-Selection is the process choosing the right candidate out of so many.
-Selection is process of predicting about the candidate who will make the
post appropriate and contribute to the job and the organization-now and
in future.
PROCESS OF SELECTION
Reception of applications
Preliminary interview.
Application blank or forms.
Psychological Testing.
Second interview.
Reference check.
Final interview for selection.
Physical examination.
Selection.
Induction and placement.
TYPES OF TESTS
.
Test of cognitive abilities: include tests of general reasoning
abilities like memory and inductive reasoning
Intelligence tests: General Intellectual abilities- memory vocabulary,
verbal fluency, and numerical ability
Specific cognitive abilities: such as inductive and deductive reasoning,
verbal comprehension, memory and numerical ability – Aptitude tests
Tests of motor and physical abilities: Life guards, typing, etc,
Measuring Personality and interests:
Achievements: job knowledge,
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Work samples and simulation: Work sampling techniques
.
measures how a candidate actually performs some of the basic
tasks. Management assessment centres, and video-based
situational testing
Background investigation and reference checks:
Using Pre-employment information services:
The polygraph and Honesty testing
Physical examination
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Job Evaluation –
Job evaluation is a systematic way of determining the value/worth of a job
in relation to other jobs in an organisation.
It tries to make a systematic comparison between jobs to assess their
relative worth for the purpose of establishing a rational pay structure.
Job evaluation begins with job analysis and ends at that point where the
worth of a job is ascertained for achieving pay-equity between jobs.
It tries to built rational, transparent and acceptable pay structure.
Features of Job Evaluation –
It tries to assess jobs, not people.
The standards of job evaluation are relative, not absolute.
The basic information on which job evaluations are made is obtained from
job analysis.
Job evaluations are carried out by groups, not by individuals.
Some degree of subjectivity is always present in job evaluation.
Job evaluation does not fix pay scales, but merely provides a basis for
evaluating a rational wage structure.
Process of Job Evaluation –
Gaining acceptance
Creating job evaluation committee
Finding the jobs to be evaluated
Analysing and preparing job description
Selecting the method of evaluation
Classifying jobs
Installing the programme
Reviewing periodically
Advantages of Job Evaluation –
It tries to link pay with the requirements of the job.
It offers a systematic procedure for determining the relative worth of jobs.
An equitable wage structure is a natural outcome of job evaluation.
Employees as well as unions participate as members of job evaluation
committee while determining rate grades for different jobs.
Job evaluation, when conducted properly and with care, helps in the
evaluation of new jobs.
Interviews
It involves conversation between employer and prospective
employee.
Question & Answer takes place to examine the candidates strength
and weaknesses.
Before starting Interviews, it is necessary to –
Determine who should be involved in interviewing applicants.
Selecting appropriate interviewers can be made by taking suggestions
from different stake holders.
Decision should be made about individual interview or group
interview.
Decisions to be made on the actual format or process of the
interviews – Structured / Non-structured.
Interviewing involves making subjective assessments of each
applicant’s qualifications for a job.
Behavioral interviewing become increasingly popular in
recent years.
It involves asking questions about situations which the candidate might
expect to encounter in the job in the job for which they are interviewing
& asked how they would handle the situation.
It is helpful to examine the applicant’s anticipated behavior in a variety
of situations posed in interview questions would be appropriate for the
employer.
It also involves presenting some past real-life situations for the
candidates in which they were involved & how they handled them.
The interview process becomes successful if the interviewer asks
specific, pointed & practical questions.
Selection Errors / Interview Errors -
Judgmental Errors – Positive attitude, First impression error, Bias, Halo
effect, Central Tendency.
Perception / Egoism
Unfair Selection Procedure
Invalid Methods
Reliability
External Pressure
Narrow Focus
Inexperienced Staff
