Meeting Human Resource Requirements

Meeting Human Resource Requirements

Unit 2

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Concept of HRP (Employment Planning)

• HRP is the starting point of HRM

• Essential part of the acquisition function of HRM

• HRP translates the organization's objectives & plans into the number of workers needed to meet the objectives

• The purpose of HRP is to access – where the organization is, – where it is going, & – what implications these assessments have on future

supplies of & demands for human resources

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Concept of HRP

• It is how organizations assess the future supply of & demand for human resources

• The number of HR in demand & supply is derived from environmental & operational analysis

• Determines the numbers & types of employees to be recruited or phased out of an organization

• Required readjustments as labor market conditions change

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Definition of HRP

• Human resource planning is a process by which

– an organization ensures that it has the right number & kinds of people

– at the right place at the right time

– capable of effectively & efficiently completing those tasks

– that will help the organization achieve its overall strategic objectives.

Decenzo, Robbins

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Relationship of HRP to Strategic Planning

• Employment planning must be linked to the organization’s overall strategy

• HRP must be responsive to the changes both within & outside the organization

• To ensure that appropriate personnel are available to meet the requirements set during the strategic planning process, HRM engage in employment planning

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Dynamic HRP Approach

Strategic Planning (Long Range)-Corporate philosophy-Environmental scan-Strengths & constraints-Objectives & goals

Operational Planning (Middle Range)-Planned programs-Resource required-Organizational strategies-Plan for entry into new businesses

Issues Analysis -Business needs-External factors-Internal Supply analysis-Management implications

Forecasting Requirements-Staffing levels-Organization & job design-Available projected resources

Budgeting (Annual Perspective)-Budgets-Unit/individual performances-Program scheduling & assignment-Monitoring & control of results

Action Plans-Staffing authorizations-Recruitment-Promotions & transfers-Organizational changes-Training & development-Compensation & benefits-Labor relations

HRP Process

Business Planning Process

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Linking Organizational Strategy to Human Resource Planning

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Characteristics of HRP

• Goal-directed

• Future-oriented

• Quantitative and qualitative

• Systems-oriented (matches demand and supply forecasts to determine future HR shortages or surpluses)

• Time horizon (short or long term)

• Integral part of corporate planning

• Part of acquisition function

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Importance of HR planning

• Link business strategy and company operation– Focuses on achievement of the objectives of the

organization– HR plans are linked to overall corporate plans– Facilitates better coordination

• To minimize future risks and uncertainties – Forecasts the needs of technical and other manpower for

the future– Reduces the chances of high HR costs– Matches demand & supply forecasts to determine future

shortages & surpluses of HR

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• Planning the investment in the development and utilization of human resources– Any investment in the HR activities is considered an

investment for the future growth and development of the organization

– Ensures the organization acquires & retains the quality & quantity of HRs it requires

– Existing HRs. are properly placed and deployed to ensure their effective and efficient utilization

– Resources can be used efficiently • Is proactive

– In attempting to solve any sort of future human resource problems

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• Explicit link between the HRP & other organizational functions– Such as strategic planning, economic and market forecasting

etc.– Therefore, it improves the overall planning process

• Promotes the awareness that HR activities are equally imp. at every level of the organization

• Environmental Adaptation– Assesses current HR competencies through HR Inventory– Assesses job requirements through Job Analysis– Existing HRs can be adapted to changing technological,

political, legal, economic social and cultural forces through HR planning

– Facilitates change management

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• Acquisition of Human Resource– Determines future HR needs– Facilitates recruitment and selection of employees to fill job vacancies– Facilitates succession planning, career planning and development of

employees– Makes outsourcing decisions for HRs

• Control of Human Resource– Sets standards for controlling the quantity & quality of employees– Controls the HR costs as well

• Improved Labour Relation– Awareness about the importance of HR at all levels of organization– Ensures commitment of all levels of managers to HR goals– Also assists in collective bargaining with labor unions

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Human Resource Information System (HRIS)

• A computerized system that assists in the processing of HRM information

• Designed to quickly fulfil the personnel informational needs of the organization with almost no additional expenditure of resources

• Database system that keeps important information about employees in a central & accessible location – even information on the global workforce

• Its highly technical features permit an organization to track most information about an employee & about jobs & retrieve that information when it is needed

• HRIS is useful for storing employment, training & compensation on each employee

• Such information can help an organization gain a competitive advantage

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HRIS contains

• Personal Data: Personal Information, Department, Location

• Skills Data: Education, training, skills, experience

• Position Data: Occupational History, Turnover Rate, Sickness Absenteeism

• Compensation Data: Remuneration History, Salary, Bonus, Pay Plans

• Job Data: Job description, job specification

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Use of HRIS in HRP• The key to successful HRP is information

• HRIS is an integrated approach of acquiring, storing analyzing & controlling the flow of information throughout an organization

• Contains programs for tracking applicants

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Role of HRIS in HRP

• Human Resource Inventory Role(Includes information about the workers & the skills they currently possess)

• Human Resource Forecast Role(Helps in forecasting future HR demand & supply)

• Human Resource Development Role(Identifying persons for training, development, promotion etc.)

• Job Analysis Role(Systematic investigation of a job’s content)

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HR Inventory

• HR inventory would be derived from forms completed by employees & then checked by supervisors & the personnel department

• Includes information about the workers & the skills they currently possess

• Such reports would include – a list of names, – education & training, – prior employment, – current position, – performance rating, – salary level, – languages spoken, – capabilities, – specialized skills for every employee in the organization

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Importance of HRI Report

• Valuable in determining what skills are currently available in the organization

• Serves as a guide for supporting new organizational pursuits/altering organization’s strategic direction

• Crucial information for identifying current or future threats to the organization’s ability to successfully meet its goals

• Value in HRM activities such as selecting individuals for training, development, promotion, transfers

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Succession Planning

• In addition to the computerized HRIS system, some organizations also generate a separate management inventory report

• Typically called as the Replacement Chart: – Covers individuals in the middle management & top executive

positions

• In an effort to facilitate succession planning – – ensuring that another individual is ready to move into a

position of higher responsibility – – the replacement chart highlights those positions that may

become vacant in the near future – due to retirement, promotions, transfers, resignations, or

death etc

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• Against this list of positions is placed the individual manager’s skills inventory – to determine if there is sufficient managerial talent to cover

potential future vacancies

• ‘Readiness chart' gives management an indication of time frames for succession

• Helps to spot any skill shortages• Has 3 Steps

– Identifying and analyzing key jobs– Creating and assessing candidates– Selecting those who will fill the key positions

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An Overview of Job Analysis

• A systematic process of obtaining information about jobs

• Defines the job's duties, responsibilities & accountabilities of a job

• Defines the conditions under which a job is performed

• Defines knowledge, skills, abilities that individuals need to perform the jobs adequately

• Involves the identification & description of what is happening on the job… accurately and precisely

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Definition of Job Analysis

• Job analysis is the procedure for determining the duties & skills requirement of a job and the kind of person who should be hired for it.

Dessler

• A purposeful, systematic process for collecting information on the important work-related aspects of a job.

U.S. Employment Service

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Nature of Job Analysis

• Work activities– Collection of information about the job’s actual

work activities– E.g. cleaning, selling, teaching, painting– Includes how, why, when the worker performs each

activity

• Human behaviours– Collection of information about human behaviours– E.g. sensing, communicating, deciding etc.

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• Machines, tools, equipment & work aids– Information regarding tools used, materials

processed, knowledge dealt with– E.g. Finance, law– Information regarding services rendered– E.g. Counselling, repairing

• Performance standards– In terms of quality & quantity of jobs – Management use these standards to appraise

employees

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• Job context– Information about physical working conditions,

work schedule– Social context – interaction – Information regarding incentives

• Human requirements– Information regarding job’s human requirement– Job-related knowledge or skills (education,

training)– Personal attributes (aptitudes, interests,

personality)

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Steps in Job Analysis

• Step I– Decide how you’ll use the information– Some used for selecting employees/some for comparing jobs for compensation

purposes

• Step II– Review background information– Organization charts (distribution of work)– Process chart (shows the flow of inputs to & outputs from a particular job)

• Step III– Select representatives to avoid analysis of similar jobs

• Step IV– Actually analyze the job– By collecting data on job activities, working conditions etc.

• Step V– Verify the job analysis information with the worker & his/her immediate supervisor

• Step VI– Develop a job description (a list of what the job entails) & job specification (what kind

of people to hire for the job)

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Uses of Job Analysis Information

Figure 4–1

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Uses of Job Analysis Information

• Recruitment and Selection– Information on what job needs– What human characteristics are required to perform the activities – Helps managers to decide what kind of people to recruit & hire

• Compensation– For estimating the value of each job & its appropriate compensation– Determine relative worth of each job– Proper compensation demands accurate assessments of what various jobs entail

• Performance Appraisal– Compares each employee’s actual performance with his/her performance standards– Determines the job’s specific activities & performance standards

• Training & Career Development– Training the job requirements

• Discovering Unassigned Duties– Helps reveal unassigned duties

• (Equal Employment Opportunity) EEO Compliance– Helps to show that the selection criteria & job performance are actually related

• Strategic Planning– Important tool in an organization’s overall strategic planning efforts

Job Analysis Methods

1. Observation Method– Data is gathered by watching employees work

2. Individual Interview Method– Extensive meeting with an employee to determine what his/her

job needs

3. Group Interview Method– Meeting with a number of employees to collectively determine

what their jobs need

4. Structured Questionnaire Method– A specifically designed questionnaire on which employees rate

tasks they perform in their jobs from a long list of possible task items

5. Technical Conference Method– A job analysis technique that involves extensive input from the

employee’s supervisor. Specific characteristics ob a job are obtained from the ‘experts’

6. Diary method/Log– A job analysis method requiring job incumbents to record their

daily activities

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Job Analysis Techniques/Tools Job vs. Person Oriented Analyses

• Job-Oriented– analysis of tasks

necessary to complete the job

– more concrete– e.g. college student

• attend lectures• take notes• read text• write papers• do homework

• Person-Oriented– analysis of the skills

and abilities required• intelligent• self-motivated• able to work alone• able to integrate

diverse information• good long-term

memory• time-management

skills

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Job Analysis Techniques/Tools

I. Job Focusedi. Functional Job Analysis

(FJA)

ii. Management Position Description Questionnaire

II. Person Focused i. Position Analysis

Questionnaire (PAQ)

ii. Physical Abilities Analysis (PAA)

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Job Analysis Techniques/ToolsI. Job Focused

I. Job Focusedi. Functional Job Analysis (FJA)• Developed by the U.S. Department of Labor (DOL) in the late 1940s

• Helps find out what is involved in a particular job & elaborates the content of a job

• Describes what one does by having someone observe & interview the employee

• Categorizes jobs (Coding over 30 thousand jobs)

• Information is categorized into 3 general functions that exist in all jobs – data, people & things

• E.g. An office receptionistData People ThingsCopy the data Speak to people Handle thingsWhat data are copied, whom the job-holder speaks, & which things are handled

• Identifies performance standards & training requirements

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FJA: A Real World Example

Work Functions

Data People Things

0. Synthesizing 0. Mentoring 0. Setting up

1. Coordinating 1. Negotiating 1. Precision work

2. Analyzing 2. Instructing 2. Operating• Compiling 3. Supervision 3. Driving• Computing 4. Diverting 4. Manipulating• Copying 5. Persuading 5. Tending (nurturing)• Comparing 6. Speaking 6. Feeding

7. Serving 7. Handling

8. Helping*U.S. Department of Labor, Dictionary of Occupational Titles, 4th ed. Revised (Washington, D.C.: Government Printing Office, 1991), p.xix.

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FJA conti…

• Each job is given a code– E.g. A recruiter might be assigned the code 2, 6, 7

if the job entails analyzing data (2), speaking to people (6), and handling different things (7)

• See previous table

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FJA Technique

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Job Analysis Techniques/ToolsI. Job Focused

(conti…)

ii. Management Position Description Questionnaire (MPDQ) • Designed to analyze managerial positions

• A checklist containing 208 job factors related to responsibilities of managers is used

• After collection of information, individual job description & specialization will be prepared

• Intended to use across most industrial settings

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Job Analysis Techniques/ToolsII. People Focused (conti…)

i. Position Analysis Questionnaire (PAQ)• Developed at Purdue University

• Structured job analysis questionnaire

• Involves 194 elements that are grouped within 6 major divisions & 27 sections

• Generates job requirement information that is applicable to all types of jobs

• Collects quantifiable data concerning the duties & responsibilities of various jobs

• Quantitatively compares jobs to one another & assign pay levels for each job

• Applicable more to higher-level, professional jobs (required considerable experience)

• Too lengthy

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PAQ Technique

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PAQ Example of “Sources of Job Information”

Rate the extent to which each is used by the worker as a source of information in performing the job:Extent of Use: N - Does not apply

1 - Very infrequent2- Occasional3 - Moderate4 - Considerable5 - Very substantial

1.___ Written materials (books, reports, articles).2.___ Quantitative materials (graphs, tables of numbers)3.___ Measuring devices (calipers, tire pressure gauges, thermometers)4.___ Features of nature (landscapes, geological samples, cloud formations)

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Job Analysis Techniques/ToolsII. People Focused (conti…)

ii. Physical Abilities Analysis (PAA)• Analyses physical abilities required by job-holders to

perform the jobs

• E.g. strength to lift

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Purpose of Job Analysis

• Job Descriptions(next topic)

• Job Specifications(next topic)

• Job Evaluations– Provides valuable information for making job comparisons– Contributes by specifying the relative value of each job in

the organization– Relies on data generated from job analysis

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Outcomes of Job Analysis2. Job Specification

• Evolves from job description

• Answers the question, “What human traits & experiences are required to do this job well?”

• States the minimum acceptable qualifications that the employee must possess to perform the job successfully

• A list of a job’s “human requirements” i.e. the requisite education, skills, personality etc.

• For trained person is relatively straightforward; e.g. previous service, experience, training etc.

• For untrained person is complex; e.g. physical trait, interest, motor skills etc.

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Importance of Job Specification• An important tool in the selection process

• Shows what kind of person to recruit & for what qualities that person should be tested

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An Example of Job SpecificationNepal Futuristic Bank

Position: Training OfficerLevel: 7 Service: Administration

Location: Central Office, Human Resource DepartmentResponsible to: Director, Human Resource DepartmentResponsible for: Training Personnel Assigned

Job Specification• Education: MBA with specialization in Human Resource Management• Training: Short-term training in training methodologies, training of trainers• Experience: 3 years• Physical Health: Emotional stability, good health• Skills: Excellent oral & written communication skills; computer literate; getting

along with people• Abilities: Traveling in various parts of the country

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An Example of Job Specification

Job Title: Office ClerkQualifications: Intermediate/12 class, experience in office systems &

proceduresPersonal: Speed & efficiency in handling volume of details

Ability to instruct others in clerical jobsAbility to supervise work of others

DutiesHandle mail & dictate correspondenceCheck mail & file important records & correspondenceSummarize & tabulate cost information & recordsReceive, take care of & account for petty cash & office fundsSupervise work of general clerks in routine jobs

Promotional opportunities: Advancement to accounting clerk after 2 years

Salary range: Rs. 7000 – 9500 a month

Source: Dev Raj Adhikari

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Outcomes of Job Analysis

1. Job Description

• Written statement of what the job holder does, how it is done, why it is done

• A list of a job’s duties, responsibilities, reporting relationships, working conditions, supervisory responsibilities

• No standard format but includes:– Job title (title of the job, wage, benefits)

– Summary (brief statement describing the purpose of the job & outputs expected)

– Equipment (tools, equipment, information required)

– Environment (working conditions, location)

– Activities (job duties, responsibilities, social interactions)

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Importance of Job Description– Describes the job to the potential candidates

– Guides newly hired employees in what they are specifically expected to do

– Provide a point of comparison in the actual activities & the stated duties of the employee

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E.g. Format of a Job Description (contents)

1. Job identification– (Several types of information like title, date, etc.)

2. Job summary – (General nature of the job)

3. Responsibilities and duties– (List of the job’s major responsibilities & duties)

4. Authority of incumbent

5. Standards of performance– (Standards of performance; lists standards the employee is expected to achieve under

each job description’s main duties)

6. Working conditions

7. Job specifications

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An example of Job Description

Job Title: Computer OperatorDate: July 1, 2000 Office: Lazimpat, KathmanduWritten by: M. K. Pokhrel Department: MISApproved by: R. S. Shrestha Grade/Level: 7Name of Immediate Supervisor: D. B. Rana

Summary• Operates digital computer & peripheral equipment under general

supervision. Performs other assignments as required:• Follows specific technical & scheduling directives• Operates digital computer & associated peripheral equipment• Reviews & analyses data inputs• Maintains logs & records

Source: Dev Raj Adhikari

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An Example of Job Description

Restaurant Manager Job Summary: Plan, organize, direct, and coordinate the workers and resources of the restaurant for the efficient, well-prepared, and profitable service of food and beverages. Tasks and Duties:

1. Work with chefs and other personnel to plan menus that are flavorful and popular with customers. Work with chefs for efficient provisioning and purchasing of supplies. Estimate food and beverage costs. Supervise portion control and quantities of preparation to minimize waste. Perform frequent checks to ensure consistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimize legal liability, and conform to alcoholic beverage regulations.

3. Work with other management personnel to plan marketing, advertising, and any special restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel. 5. Investigate and resolve complaints concerning food quality and service. 6. Enforce sanitary practices for food handling, general cleanliness, and maintenance

of kitchen and dining areas. 7. Comply with all health and safety regulations. 8. Review and monitor, with bookkeeper or other financial personnel, expenditures

to ensure that they conform to budget limitations. Work to improve performance. 9. Perform other duties as assigned by management.

Qualifications: 1. Bachelor of Science degree in hotel/restaurant management is desirable. A

combination of practical experience and education will be considered as an alternate.

2. Good organizational skills for dealing with diverse duties and staff. 3. Pleasant, polite manner for dealing with public as well as staff.

Reports to: Department: Supervises: Division: Date: Approved: Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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Sample Job Description,

Pearson Education

Source: Courtesy of HR Department, Pearson Education.

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Attracting a high performing workforce - recruitment and selection,

- internal and external recruitment, - testing and selecting employees - selection

tests and tools

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Concept of Recruitment• Important part of the acquisition component of HRM

• Related to both HRP and selection

• Represents the first contact between organizations & prospective employees

• Process of finding right people for right positions at the right time

• Process by which a job vacancy is identified and potential employees are notified

• The nature of the recruitment process is regulated and subject to employment law

• Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.

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Definition

Recruitment is the process of discovering potential candidates for actual or anticipated organizational vacancies.

Robbins/Decenzo

The process of locating, identifying, and attracting capable applicants

Robbins/Decenzo

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Core versus Contingency personnel

Core personnel– Employees hired in the “traditional” manner– Considered permanent employees– Included in the organization’s payroll

Contingency personnel– Employed by a supplier agency, and are “loaned”

to the organization– Not included in the organization’s payroll– Workers’ salaries and benefits are paid by the

supplier

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Recruiting Goal

• To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

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Recruitment Process

• Integration of Corporate Planning and HR Planning

• Job Analysis and Job Design• Legal Consideration• Locating Sources and Methods• Developing a Pool of Qualified Candidates

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Developing Recruitment Policies

• Country Specific Rules and Regulations• Pattern of Ownership and Influence

(public/private)• Corporate Policies • Managerial Role• Union Representation• Communication and Consultation with

Employees

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Three Stages of Recruitment and Selection

1. Defining requirements • Preparing job descriptions and specifications• deciding terms & conditions of employment 2. Attracting candidates • Reviewing & evaluating alternative sources of applicants, • inside & outside the company,• advertising, using agencies & consultants

3. Selecting candidates • Selecting applications, interviewing, testing, assessing candidates,

assessment centres, offering employment, obtaining references• preparing contracts of employment

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Factors Affecting Recruitment Practices

External Environmental Influences

• Government requirements, laws

• The union• Economic

conditions/domestic and international

• Labor market conditions• Competitiveness• Location of the organization

Internal Environmental Influences

• Strategy• Goals• Job Design (skill

requirements)• Organizational culture• Nature of the task• Work group• Leader’s style and

experience• Time/cost constraints

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Recruitment Sources

I. The Internal Search• A promotion-from-within concept

• Sources– Promotions– Transfers– Job Rotations– Rehires & recall

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Method of Internal Candidates• Job Posting

(Publicizing an open job to employees and listing it's attributes like qualifications, pay rate etc.)

• Personnel Records

• Skills banks (List of current employees with specific skills)

• Hiring Employees - the Second Time Around(Rehiring former employees who'd left voluntarily for better jobs)

• Succession Planning

• Data Banks/Skill Inventories /Replacement Charts

• Supervisor Recommendations

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Advantages of Internal Recruitment• Knows a candidate's strengths and weaknesses

• Good public relations

• Boosts morale when employees see promotions as rewards for loyalty

• Encourages ambitious workers

• Lesser error as performance already a witness

• Lesser costing

• Not much orientation required

• Good training device for developing middle & top level managers

• More commitment to the company

• Lesser orientation and training

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Disadvantages of Internal Recruitment• Can be dysfunctional if internal workers are inferior compared to outside

• Tiring & not much change to workers

• Could fail to bring in "new blood“

• Infighting among rival candidates, decrease in morale

• Vacancy information itself could be hidden if information flow is traditional

• Limited choices, opportunities

• Promotes favouritism

• Discontent unsuccessful applicants

• "One of the gang" insider attitude

Methods of External Recruitment

• Referrals ("You've got friends, we want to meet them")

• Walk-ins/ Unsolicited applicants (Supply of stockpiled applicants)

• Advertising: (Radio, TV, newspapers and journals, internet both want ads and blind adverts)

• Employment Agencies

• Executive Recruiters/professional organizations

• Schools, colleges and universities

• Internet

• Labor Unions

• Immigrants

• Job Fairs65

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Advantages of External Recruitment

• Large pool of qualified HR

• Organizational revamp (new ideas, skills etc.)

• Balanced HR mix

• Fairness in recruitment

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Disadvantages of External Recruitment

• High cost

• Poor employee morale

• Adaptability problems

• Wrong selection

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Alternative to Recruitment• Overtime

• Employee leasing (outsourcing)(individuals hired by one firm and sent to work in another for a specific time)

• Temporary employment(meets short-term HRM fluctuation needs)

• Independent contractors (consultants to do specific work at a location on or off the

company's premises)

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• Overtime– Organizations avoid the cost of recruiting and

having additional employees

– Employees earn additional income

– Potential problems include fatigue, higher accident rates, and increased absenteeism

– Continuous overtime often results in higher labor costs and reduced productivity

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• Outsourcing– Sometimes called “staff sourcing”

– Involves paying a fee to a leasing company or professional employer organization (PEO) that handles payroll, benefits, and routine HRM functions

– Especially attractive to small and midsize firms that can’t afford a full-service HR department

– Can save 15 to 30 percent of benefit costs

– Exercise care when choosing a leasing company; many are financially unstable

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• Temporary Employment– One of the most noticeable effects of the downsizing epidemic and labor

shortages of the past two decades

– “Just-in-time” employees staff all types of jobs (professional, technical, and executive positions)

• Major advantages of using temporary workers:– Relatively low labor costs – Easily accessible source of experience labor – Flexibility

• The cost advantage stems from the fact that temporary workers do not receive:– Fringe benefits– Training– A compensation and career plan

• Temporary workers do not know the culture or work flow of the firm

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Selection - Concept• Process of gathering information about job applicants in

order – to determine who should be hired & – who should be rejected

• Applicants shortlisted – most suitable candidates selected

• Selection process – varies according to organisation

• Should be impartial & undertaken in an objective way– there should not be any mistake in selecting the right

person to fit the right job

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• Process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long-term interests of the individual and the organization

Schmitt & Schneider

• Selection activities predict which job applicant will be successful if hired.

Decenzo and Robbins

Definition

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Selection Process

Step 1Preliminary screening: application blank & interview

Step 2 Employment interview

Step 3Employment tests

Step 4Background & reference checks

Step 5Selection decision

Step 6Physical Examination

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Initial Screening• Screening interview:

– Describe the job in detail so the candidates can consider if they are really serious about applying

• Sharing job description information frequently– encourages the unqualified or marginally

qualified to voluntarily withdraw

The Selection ProcessStep 1

Preliminary screening: application blank & interview

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Completing the Application Form• Company-specific employment form used to generate specific

information the company wants

• May require only the applicant’s name, address, telephone number etc.

• Reduces the number of applicants that need to be interviewed

• Weighted Application Forms: – Uses relevant applicant information to determine the likelihood of job

success

– Individual form items such as years of schooling, months on the last job, salary data for previous jobs, etc.

– Helps recruiters to differentiate between potentially successful and unsuccessful job performers

The Selection Process (conti…)Step 1

Preliminary screening: application blank & interview

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Employment Interviews• A selection device used to obtain in-depth information about a candidate

• Designed to probe areas not easily addressed by the application form

• Applicant may be interviewed by HRM interviewers, senior managers, potential supervisors etc.

• Impression Management: – Influencing performance evaluations by portraying an image desired by the appraiser

• Behavior Interview: – Observing job candidates not only for what they say but for how they behave

• Realistic Job Preview (RJP): – A selection device that allows job candidates to learn negative as well as positive

information about the job and organization…

– e.g. brochures, films, plant tours, work sampling, etc.

The Selection Process (conti…)Step 2

Employment interview

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Employment Tests• Since the mid-1980s, employment tests have

been used

• Hundreds of test can serve as selections

• E.g. intelligence test, spatial ability, perception skills, motor ability, personality traits etc.

The Selection Process (conti…) Step 3

Employment Tests

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Background Investigation/Reference Checks• The process of verifying information job candidates provide

• Obtaining needed information may be difficult, especially when there may be a question about invading privacy

• Internal investigation: – Task of questioning former employers, personal references etc.

• External investigation: – Involves using a reference-checking firm

• Qualified privilege: – The ability for organizations to speak candidly to one another about employees

The Selection Process (conti…)Step 4

Background & Reference Checks

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• Individuals who perform successfully in the preceding steps are now considered eligible to receive the employment offer

• Who makes the final employment depends on several factors

• A tentative job offer that becomes permanent after certain conditions are met

The Selection Process (conti…)Step 5

Selection Decision

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Medical/Physical Examination• An examination to determine an applicant’s

physical fitness for essential job performance

The Selection Process (conti…)Step 6

Physical Examination

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Now it’s up to the Candidate• Individuals appear to move toward matching

their work with their personality

• An individual’s perception of the company’s attractiveness

The Selection Process (conti…)

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Selection Tests

1. Ability Tests• Determine ability for maximum job performance• Generally objective type with a correct answer

a. Aptitude Test or Potential Ability Tests• Also called as cognitive ability test• Determines a candidates’ potential learning capacity• Can detect peculiarity or defects in a person's sensory or intellectual

capacity• It focuses attention on particular types of talents such as learning,

reasoning, mechanical or musical aptitude• E.g. GMAT, Mechanical Aptitude Test, etc.• Measures the potential of individuals to perform given the

responsibility• These tests are or diff. types: mental, mechanical, psychomotor

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b. Achievement Tests or Proficiency Tests• Measure past achievement & performance• Used to predict what an individual can perform

based on his current knowledge or past experience• Measures the skill/ knowledge which is acquired as a

result of a training program & on the job experience• E.g. Job Knowledge Test, Work Sample Test, BBA

finals c. Intelligence Tests• Measure general ability for intellectual performance• IQ is measured by calculating MA and CA

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2. Personality Tests• Measures personal characteristics of candidates• E.g. emotional maturity, conformity,

extro/introversion etc.• Provides clues to an individual's value system, EI,

motivation other personal characteristics• These tests help to find prospect of job success or

failure of the candidate in the future• Predicts inter-personal capacity & success for

supervisory or managerial jobs• Types: Projective tests, objectives tests, situation

test

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3. Situational Tests• They abstract real life situation about the job• Evaluating a candidate in a situation that is similar to some aspects

of the job to be done in the future, if the candidate is selected

4. Psychomotor Tests• There are many jobs which needs psychomotor abilities to perform• This refers to the ability of an employee to work in given facilities

using his or her physical movements properly• Measures a person's ability to do a specific job• Determines motor, mental ability involving muscular movement,

control & coordination• Used for repetitive jobs (e.g. assembly line)• E.g. a bank teller needs skill to run computer smoothly• E.g. finger dexterity, speed of arm movement etc.

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5. Vocational Tests• Measures a candidate’s preferences in different types of jobs 6. Honesty Tests• They ensure accuracy of information provided by the

candidate• E.g. Polygraph test (lie detector)

7. Test Batteries• Are used to measure a candidate’s cognitive abilities• Verbal, numerical, spatial, intelligence, form perceptions,

clerical perceptions, finger dexterity etc. • This test helps to fit candidate with a wide array of jobs. E.g.

Gendel Aptitude Test Battery (GATB)

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• Placement– The process of placing the right man on the right

job– To be placed on a position where there is full use

of his strengths– Match between the requirements of the job &

qualities of the employees

Classification & Differential Placement

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• Classification means to group positions according to the duties and responsibilities and to assign a class title

• A class– is one or more positions sufficiently similar in respect

to duties and responsibilities – that the same title may be used to designate each

position in the group, – the same salary may be equitably applied, – the same qualifications required, and – the same criteria used to select qualified employees

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• Classification of Jobs– Independent Jobs: The activities of one worker has

little concern on the activities of other workers. Placement is easy

– Sequential Jobs: Placement is moderately difficult. E.g. Assembly line

– Pooled jobs: High interdependence among diff. job holders. Placement is most difficult

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• Classification of EmployeesAs most jobs are dependent & independent jobs are

becoming rarer, – Use of assessment-classification model

• Contains details about employee's skills, interests, performance, biographical details

• Employees are placed in specific subgroups matching the "characteristics of the individuals with those of the subgroups"

• Jobs are also categorized into sub-groups – each having identical features

• Match between the subgroup profiles & job-family profiles

• Individuals are placed in specific jobs within the job family