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Introduction To Human Resource Management:: Prepared By: Asst - Prof.Chitra Kotecha
Introduction To Human Resource Management:: Prepared By: Asst - Prof.Chitra Kotecha
Module-1
Job Analysis
HR planning and recruiting
Employees testing and selection
Interviewing Candidates
Training and Development
Ans: History
The Human Resources field evolved first in 18th century Europe from a
simple idea by Robert Owen and Charles Babbage during the industrial revolution.
These men knew that people were crucial to the success of an organization. They
expressed that the wellbeing of employees led to perfect work. Without healthy
workers, the organization would not survive. HR later emerged as a specific field in
the early 20th century, influenced by Frederick Winslow Taylor (1856-1915). Taylor
explored what he termed "scientific management" others later referred to
"Taylorism", striving to improve economic efficiency in manufacturing jobs. He
eventually keyed in on one of the principal inputs into the manufacturing process
laborsparking inquiry into workforce productivity.
By the time enough theoretical evidence existed to make a business case for
strategic workforce management, changes in the business landscape and in public
policy had transformed the employer-employee relationship, and the discipline
became formalized as "industrial and labor relations". In 1913 one of the oldest
known professional HR associations the Chartered Institute of Personnel and
During the latter half of the 20th century, union membership declined
significantly, while workforce management continued to expand its influence within
organizations. In the USA, the phrase "industrial and labor relations" came into use
to refer specifically to issues concerning collective representation, and
many companies began referring to the proto-HR profession as "personnel
administration". Many current HR practices originated with the needs of companies
in the 1950s to develop and retain talent.
Q.2 What is Human resource management? Explain its objectives and importance.
Ans: Introduction
Definitions
In simple words, HRM is a process of making the efficient and effective use of
human resources so that the set goals are achieved. Let us also consider some
important definitions of HRM.
Meaning
This is one of the major responsibilities of the human resource team. The HR
managers come up with plans and strategies for hiring the right kind of people. They
design the criteria which is best suited for a specific job description. Their other tasks
related to recruitment include formulating the obligations of an employee and the
2. Performance Appraisals
4. Managing Disputes
The responsibility of establishing good public relations lies with the HRM to a
great extent. They organise business meetings, seminars and various official
gatherings on behalf of the company in order to build up relationships with other
business sectors. Sometimes, the HR department plays an active role in preparing
the business and marketing plans for the organisation too.
Any organisation, without a proper setup for HRM is bound to suffer from
serious problems while managing its regular activities. For this reason, today,
companies must put a lot of effort and energy into setting up a strong and effective
HRM.
7. Organizational Structure
9. Goal Harmony
Human resource management bridges the gap between individual goal and
organizational goal-thereby resulting into a good harmony. If goal difference occurs,
the employees will not be willing to perform well. Hence, a proper match
between individual goal and organizational goal should be there in order to utilize
organizational resources effectively and efficiently.
The primary objective of HRM is to ensure the availability of right people for
right jobs so as the organisational goals are achieved effectively. This primary
objective can further be divided into the following sub-objectives:
1. To help the organisation to attain its goals effectively and efficiently by providing
competent and motivated employees.
4. To develop and maintain the quality of work life (QWL) which makes employment
in the organisation a desirable personal and social situation.
5. To help maintain ethical policies and behaviour inside and outside the
organisation.
This particular aspect of HRM deals with working conditions and amenities at
workplace. This includes a wide array of responsibilities and services such as safety
services, health services, welfare funds, social security and medical services. It also
covers appointment of safety officers, making the environment worth working,
eliminating workplace hazards, support by top management, job safety, safeguarding
machinery, cleanliness, proper ventilation and lighting, sanitation, medical care,
sickness benefits, employment injury benefits, personal injury benefits, maternity
benefits, unemployment benefits and family benefits.
Ans: Functions
A. Planning:
B. Organising:
C. Staffing:
This is a process by which managers select, train, promote and retire their
subordinates This involves deciding what type of people should be hired, recruiting
prospective employees, selecting employees, setting performance standard,
compensating employees, evaluating performance, counseling employees, training
and developing employees.
Directing is the process of activating group efforts to achieve the desired goals. It
includes activities like getting subordinates to get the job done, maintaining morale
motivating subordinates etc. for achieving the goals of the organisation.
E. Controlling:
It is the process of setting standards for performance, checking to see how actual
performance compares with these set standards, and taking corrective actions as
needed.
The operative, also called, service functions are those which are relevant to
specific department. These functions vary from department to department depending
on the nature of the department Viewed from this standpoint, the operative functions
of HRM relate to ensuring right people for right jobs at right times. These functions
include procurement, development, compensation, and maintenance functions of
HRM. A brief description of these follows:
A. Procurement:
B. Development:
This function involves activities meant to improve the knowledge, skills aptitudes
and values of employees so as to enable them to perform their jobs in a better
manner in future. These functions may comprise training to employees, executive
C. Compensation:
D. Maintenance:
It is concerned with protecting and promoting employees while at work. For this
purpose virus benefits such as housing, medical, educational, transport facilities, etc.
are provided to the employees. Several social security measures such as provident
fund, pension, gratuity, group insurance, etc. are also arranged.
It is important to note that the managerial and operative functions of HRM are
performed in conjunction with each other in an organisation, be large or small
organisations. Having discussed the scope and functions of HRM, now it seems
pertinent to delineate the HRM scenario in India.
Ans: Job
Each job has a definite title based on standard trade specialisations within a
job. Each job is different from other jobs like peon, clerk, supervisor, and accountant,
manager, etc. A job may include many positions. A position is a particular set of
duties and responsibilities regularly assigned to an individual.
Definition
Edwin B. Flippo has defined job analysis as the process of studying and
collecting information relating to the operations and responsibilities of a specific job.
The immediate products of this analysis are job descriptions and job specifications.
Job analysis is the process of describing the nature of a job and specifying the
human requirements, such as skills, and experience needed to perform it. The end
product of the job analysis process is the job description. A job description spells out
work duties and activities of employees. Job descriptions are a vital source of
information to employees, managers, and personnel people because job content has
a great influence on personnel programmes and practices.
Purpose
1. Job Description
2. Job Specification
All major categories of jobs need to be spelled out in clear and compre-
hensive manner to determine the qualifications and skills required to perform a job.
Thus, job description differentiates one job from the other. In sum, job description is
a written statement of what a job holder does, how it is done, and why it is done.
2. Job Specification:
While job description focuses on the job, job specification focuses on the
person i.e, the job holder. Job specification is a statement of the minimum levels of
qualifications, skills, physical and other abilities, experience, judgment and attributes
required for performing job effectively. In other words, it is a statement of the
minimum acceptable qualifications that an incumbent must possess to perform a
given job. It sets forth the knowledge, skills and abilities required to do the job
effectively.
1. Personnel planning
2. Performance appraisal
3. Hiring
4. Training and development
5. Job evaluation and compensation
6. Health and safety
7. Employee discipline
8. Work scheduling
9. Career planning
The estimates the quantity and quality of people will be required in future.
How many and what type of people will be required depends on the jobs to be
staffed. Job-related information available through job analysis is, therefore,
necessary for human resource planning.
Recruitment succeeds job analysis. Basically, the goal of the human resource
planning is to match the right people with the right job. This is possible only after
having adequate information about the jobs that need to be staffed. It is job analysis
that provides job information. Thus, job analysis serves as basis for recruitment and
selection of employees in the organisation.
Job analysis by providing information about what a job entails i.e., knowledge
and skills required to perform a job, enables the management to design the training
and development programmes to acquire these job requirements. Employee
development programmes like job enlargement, job enrichment, job rotation, etc.
As job analysis provides information about what skills and qualities are
required to do a job, the management can gear orientation programmes towards
5. Job Evaluation:
The job evaluation refers to determination of relative worth of different jobs. It,
thus, helps in developing appropriate wage and salary structures. Relative worth is
determined mainly on the basis of information provided by job analysis.
6. Performance Appraisal:
7. Personnel Information:
Job analysis begins with obtaining pertinent information about a job. This,
according to Terry is required to know the makeup of a job, its relation to other jobs,
and its contribution to performance of the organisation.
In this step, job data features of the job and required qualifications of the
employee are collected. Data can be collected either through questionnaire,
observation or interviews. However, due care should be taken to select and use the
method of data collection that is the most reliable in the given situation of the job.
The job information collected in the above ways is now used to prepare a job
description. Job description is a written statement that describes the tasks, duties
and responsibilities that need to be discharged for effective job performance.
The last step involved in job analysis is to prepare job specification on the
basis of collected information. This is a written statement that specifies the personal
qualities, traits, skills, qualification, aptitude etc. required to effectively perform a job.
The job analysis process discussed above is now delineated.
We can collect information for job analysis by using various methods. On the
basis of availability of information, degree of sensitivity of information, nature and
attitude of collectors, etc. analyst can choose one or more methods among the
following to collect information for job analysis:
1. Observation Method:
It is simple to administer.
It helps to get first hand information.
Reliability of information will be high.
It is less time consuming method.
It is cost effective method.
2. Interview method:
Interview is the face to face interaction between employees and job analyst to get
the job analysis information. Under this method, analysts talk with employees and
supervisors or ask them questions regarding job in their presence at work place.
Check list of questions can be used to collect information to make interview more
effective.
Employees get the opportunity to give explanation. So, the information will be
more reliable and accurate.
Misconception of observation can be reduced.
Detail information regarding the job can be collected.
Check list provides the guideline to get the required information.
3. Questionnaire Method:
4. Diary Method:
Under this dairy method, employees are requested to write diary for their daily
job activities. Employees are expected to make entry of all the incidents, accidents,
major activities, coordination from different jobs, etc. Analysts later study the diary of
each employee and summarize the required information.
Majority employee do not write diary in regular basis. So, information may be
incomplete.
All employees may not self responsible to write the actual information. They
may write according to their perception.
Information sorting and refining becomes too difficult.
This method is time consuming.
Human resource planning is a process through which the right candidate for
the right job is ensured. For conducting any process, the foremost essential task is to
develop the organizational objective to be achieved through conducting the said
process.
From the updated human resource information storage system, the current
number of employees, their capacity, performance and potential can be analysed. To
fill the various job requirements, the internal sources (i.e., employees from within the
organization) and external sources (i.e., candidates from various placement
agencies) can be estimated.
The human resource plan depends on whether there is deficit or surplus in the
organization. Accordingly, the plan may be finalized either for new recruitment,
training, interdepartmental transfer in case of deficit of termination, or voluntary
retirement schemes and redeployment in case of surplus.
Ans: Human resource planning can be defined as the process of identifying the
number of people required by an organization in terms of quantity and quality. All
human resource management activities start with human resource planning. So we
can say that human resource planning is the principle/primary activity of human
resource management.
1. Employment:-
Technology changes at a very fast speed and new people having the required
knowledge are required for the company. In some cases, company may retain
existing employees and teach them the new technology and in some cases, the
company has to remove existing people and appoint new.
3. Organizational changes:-
Changes take place within the organization from time to time i.e. the company
diversify into new products or close down business in some areas etc. in such cases
4. Demographic changes:-
Industries having high labour turnover rate, the HRP will change constantly
i.e. many new appointments will take place. This also affects the way HRP is
implemented.
6. Multicultural workforce:-
7. Pressure groups:-
Company has to keep in mind certain pleasure. Groups like human rights
activist, woman activist, media etc. as they are very capable for creating problems
for the company, when issues concerning these groups arise, appointment or
retrenchment becomes difficult. You can read external factors on following link -
External factors affecting Human Resource Management
Benefits
Before deciding that a particular type of test is what you want, however, you
should first establish a) does testing make sense (see section on Employment
Testing Overview) and b) what it is you want to assess (see section on Establishing
an Effective Employee Testing Program). The determination of what it is you want
to measure with the test should precede the determination of how you are going to
measure it.
1. Assessment Centers
Advantages Disadvantages
2. Biographical Data
The content of biographical data instruments varies widely, and may include
such areas as leadership, teamwork skills, specific job knowledge and specific skills
(e.g., knowledge of certain software, specific mechanical tool use), interpersonal
skills, extraversion, creativity, etc. Biographical data typically uses questions about
education, training, work experience, and interests to predict success on the
job. Some biographical data instruments also ask about an individuals attitudes,
personal assessments of skills, and personality.
Advantages Disadvantages
Cognitive ability tests typically use questions or problems to measure ability to learn
quickly, logic, reasoning, reading comprehension and other enduring mental abilities
that are fundamental to success in many different jobs. Cognitive ability tests assess
a persons aptitude or potential to solve job-related problems by providing information
about their mental abilities such as verbal or mathematical reasoning and perceptual
abilities like speed in recognizing letters of the alphabet.
Advantages Disadvantages
Advantages Disadvantages
5. Interviews
Interviews vary greatly in their content, but are often used to assess such things as
interpersonal skills, communication skills, and teamwork skills, and can be used to
assess job knowledge. Well-designed interviews typically use a standard set of
Advantages Disadvantages
Job knowledge tests typically use multiple choice questions or essay type items to
evaluate technical or professional expertise and knowledge required for specific jobs
or professions. Examples of job knowledge tests include tests of basic accounting
principles, A+/Net+ programming, and blueprint reading.
Advantages Disadvantages
7. Personality Tests
Advantages Disadvantages
Physical ability tests typically use tasks or exercises that require physical ability to
perform. These tests typically measure physical attributes and capabilities, such as
strength, balance, and speed.
Advantages Disadvantages
Advantages Disadvantages
Can reduce business costs by May not assess the ability to learn new
identifying individuals for hiring, tasks quickly.
promotion or training who possess the
needed skills and abilities. Often not conducive to group
administration.
Are less likely to differ in results by
gender and race than other types of May require some level of job
tests (depends on particular skills knowledge and therefore may be
being assessed). inappropriate for jobs where
knowledge may be obtained via a short
May be more accepted by test takers training period.
due to the obvious link between the
test and the job. May be difficult to keep updated.
Ans: Overview
The candidate interview is a vital component of the hiring process. To hire the
most qualified candidates, human resource professionals and hiring managers must
be well informed on how to conduct interviews effectively.
Interviewing
Moreover, to the extent that the interview process leads to the hiring of the most
suitable candidate, it can help contain the organization's long-term turnover costs.
Applicants also benefit from an effective interview, as it enables them to determine if
their employment needs and interests would likely be met. See Interview Most
Critical Part of Hiring Process, Candidates Say.
Types of Interviewing
In an unstructured interview, the interviewer does not have a strict agenda but
rather allows the applicant to set the pace of the interview. Questions tend to be
open-ended, which can enable the candidate to disclose more than he or she might
if asked closed-ended questions requiring only a brief answer. In addition, questions
in an unstructured interview can be tailored according to an applicant's skills and
experience levels. However, the absence of structure may make it difficult to
compare and rank applicants because they are not asked the same set of questions.
If answers seem to be thin on detail, the interviewer can ask follow-up questions:
Tell me about a time when you had to encourage others to contribute ideas or
opinions. How did you get everyone to contribute? What was the end result?
Tell me about a situation in which your spoken communication skills made a
difference in the outcome. How did you feel? What did you learn?
Tell me about a situation when you had to persuade others to accept your
point of view when they thought you were wrong. How did you prepare? What
was your approach? How did they react? What was the outcome?
B. Situational approach
You have been hired as the HR director in a 300-employee company and are
struggling to perform the necessary HR administrative work by yourself. Your
manager, the CFO, tells you that you need to be more strategic. How would you
handle this situation?
You learn that a former co-worker at your last company is applying for an
accounting position with your company. You have heard that this person was
terminated after admitting to embezzling funds from the company but that no criminal
charge was made. You are not in HR. What, if anything, would you do?
3. Group Interviews
There are two types of group interviewsa candidate group and a panel
group. In a candidate group interview, a candidate is in a room with other job
applicants who may be applying for the same position. Each candidate listens to
information about the company and the position and may be asked to answer
questions or participate in group exercises. Candidate group interviews are less
common than panel group interviews.
The panel should include no more than four or five people; a larger panel
could be intimidating and unwieldy. One interviewer should serve as the leader, and
other participants should serve in support roles. While all the interviewers need to be
involved throughout the interview, the difference in the two roles needs to be very
clear.
Interviewers must know how to elicit desired information from job candidates.
It doesn't require a sophisticated technique, but it does require more than just asking
candidates if they possess the required skills and attributes. The most recent
thinking on how to conduct job interviews recommends that employers ask
applicants about specific incidents in the workplace. Therefore, questions should be
designed to show how the candidate has displayed the required skills in specific
situations during his or her career. Responses to such questions can provide
enhanced glimpses into applicants' actual experiences.
For both the employer and the candidate to get the most out of an interview, it
is essential to carefully consider the type of questions to ask. Despite the importance
of preparing questions in advance, the employer should not go into an interview with
a list of ideal answers in mind. It is unlikely that any applicant would come close to
providing such answers. A better approach is to keep in mind ideal characteristics
that a successful candidate would possess.
Effective listening is challenging, partly because people are often more focused
on what they're saying than on what they're hearing. The key for the interviewer is to
speak as little as possible. One approach to effective listening is a paraphrase of the
golden rule: Listen to others as you would have them listen to you. Here are some
tips for listening effectively:
Minimize internal and external distractions; focus only on what the applicant is
saying.
Listen to the full answer before asking the next question.
Clarify the candidate's answers if necessary and ask if more information is
needed. Occasionally it may be useful for interviewers to restate an
applicant's reply in their own words.
Watch the interviewee's facial expressions and body language.
Encouraging communication
Follow-up questions
Probing questions inviting more detail often begin with "what" or "how."
Questions inviting personal reflection often begin with "do you" or "are you."
Questions beginning with "why" may put the respondent on the defensive or result in
little useful information and require additional probing.
Reflection questions
A popular method of closing the interview is to say the interview is ending and
to offer the candidate the opportunity to ask questions. This will enable the candidate
to gain clarification on aspects of the position and on employment conditions such as
hours, salary and benefits. The interviewer should answer the candidate's questions
as frankly as possible. If it is not an appropriate time to discuss compensation
perhaps others are presentthe interviewer can suggest a follow-up discussion.
Interviewers should be prepared to provide documents describing the company and
its benefits.
Ask if the candidate is interested in the job based on the information provided
during the interview.
Ask about availability.
Ask for a list of people who can be contacted for references.
Explain the time frame for the rest of the interviews, the subsequent steps in
the process and when a decision is likely to be made.
Explain how to get in touch with the interviewer and when to expect to hear
from him or her.
Walk the candidate to the door and thank the person for the interview.
Such steps can ensure the applicant is left with a positive impression of the
interviewer and the organization. After interviews, the interviewer should update the
assessment grids for all active candidates.
Additional Considerations
Over-preparedness
The overly prepared applicant can be a puzzle for hiring managers who are
trying to determine if the applicant would be a good fit for the position and the
organization. Job seekers can learn from books, magazine articles and websites not
only what questions to expect but also what answers to give to those questions.
Determining whether an applicant is providing a truthful response to specific
questions can be equally as challenging for interviewers. There are, however,
several techniques that may be useful:
Do some research to determine if the questions you are asking are on popular
interview preparation websites? If they are, but the interviewer still feel it is
important to ask those questions, he or she can consider how to push
applicants beyond their prepared responses.
Ask follow up-questions. Keep asking questions until the applicant gives a
response that sounds genuine and thoughtful rather than studied and
coached.
Do not go astray and ask irrelevant questions when trying to generate
questions that do not elicit rehearsed responses.
Consider that the rehearsed responses may be legitimate and informative.
The fact that an applicant has prepared a response does not necessarily
mean that the applicant is being insincere or untruthful.
Taking notes
Notes about an applicant's skills or experience that are related to the job in
question can be recorded on a separate interview evaluation sheet to accomplish the
goal of accurately recording information from an interview. However, notes should
never be made about the physical characteristics or appearance of an applicant or
any other area of potential legal liability. Note taking should be restricted to
unobtrusive commentary about the applicant's qualifications and skills relative to the
position.
Follow-up interviews
Organizations often bring certain applicants back for second or even third
interviews for a number of reasons. Sometimes the employer may want to confirm
During the follow-up interview phase, the interviewer should have specific
goals in mind and may want to invite other staff members to take part in the
interview.
The follow-up interview is usually the final step before extending an offer of
employment to a candidate. If the candidate passes muster, the employer will then
extend an offer orally and in writing.
Interview Questions
Most interviews consist of many types of questions, but they usually lean
toward situational interviews or behavior description interviews. A situational
interview is one in which the candidate is given a sample situation and is asked how
he or she might deal with the situation. In a behavior description interview, the
candidate is asked questions about what he or she actually did in a variety of given
situations. The assumption in this type of interview is that someones past
experience or actions are an indicator of future behavior. These types of questions,
as opposed to the old tell me about yourself questions, tend to assist the
interviewer in knowing how a person would handle or has handled situations. These
interview styles also use a structured method and provide a better basis for decision
making. Examples of situational interview questions might include the following:
If you saw someone stealing from the company, what would you do?
One of your employees is performing poorly, but you know he has some
personal home issues he is dealing with. How would you handle complaints
from his colleagues about lack of performance?
A coworker has told you she called in sick three days last week because she
actually decided to take a vacation. What would you do?
You are rolling out a new sales plan on Tuesday, which is really important to
ensure success in your organization. When you present it, the team is
lukewarm on the plan. What would you do?
You disagree with your supervisor on her handling of a situation. What would
you do?
Examples of behavior description interview questions might include the
following:
Tell me about a time you had to make a hard decision. How did you handle
this process?
The following are the two biggest factors that contribute to the increased need
to training and development in organisations:
1. Change:
2. Development:
It is again one the strong reasons for training and development becoming all
the more important. Money is not the sole motivator at work and this is especially
very true for the 21st century. People who work with organisations seek more than
just employment out of their work; they look at holistic development of self.
Spirituality and self awareness for example are gaining momentum world over.
People seek happiness at jobs which may not be possible unless an individual is
aware of the self. At ford, for example, an individual can enroll himself / herself in a
course on self awareness, which apparently seems inconsequential to ones
performance at work but contributes to the spiritual well being of an individual which
is all the more important.
Individual level
Group level
Concentrated
towards Job & ability Career & possibility
Most workers have certain weaknesses in their workplace, which hinder them
from giving the best services. Training assists in eliminating these weaknesses, by
strengthening workers skills. A well organized development program helps
employees gain similar skills and knowledge, thus bringing them all to a higher
uniform level. This simply means that the whole workforce is reliable, so the
company or organization doesnt have to rely only on specific employees.
Training and development makes the employee also feel satisfied with the
role they play in the company or organization. This is driven by the great ability they
gain to execute their duties. They feel they belong to the company or the
organization that they work for and the only way to reward it is giving the best
services they can.
5. Increased productivity
Through training and development the employee acquires all the knowledge
and skills needed in their day to day tasks. Workers can perform at a faster rate and
with efficiency thus increasing overall productivity of the company. They also gain
new tactics of overcoming challenges when they face them.
7. Reduced cost
8. Reduction in supervision
The moment they gain the necessary skills and knowledge, employees will
become more confident. They will become self reliant and require only little guidance
as they perform their tasks. The supervisor can depend on the employees decision
to give quality output. This relieves supervisors the burden of constantly having to
give directives on what should be done.
1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to
practice. The biggest problem is that it perpetrates the existing practices and styles.
In India most of the scooter mechanics are trained only through this method.
2. Mentoring:
The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to-
one interaction, like coaching.
3. Job Rotation:
5. Apprenticeship:
6. Understudy:
B. Off-the-Job Methods
These methods require trainees to leave their workplace and concentrate their
entire time towards the training objectives. These days off-the-job training methods
have become popular due to limitations of the on-the-job training methods such as
facilities and environment, lack of group discussion and full participation among the
trainees from different disciplines, etc. In the off-thejob methods, the development of
trainees is the primary task rest everything is secondary. Following are the main off-
the-job training methods:
In this, the participants are required to pool their thoughts, ideas, viewpoints,
suggestions and recommendations. By attending conferences and seminars,
trainees try to look at a problem from different angles as the participants are normally
from different fields and sectors.
3. Selected reading
4. Programmed instruction/learning
5. Brainstorming
6. Vestibule schools
7. Behaviour modeling
9. Multiple management
Simulation is any artificial environment exactly similar to the actual situation. There
are four basic simulation techniques used for imparting training: management
games, case study, role playing, and in-basket training.
Properly designed games help to ingrain thinking habits, analytical, logical and
reasoning capabilities, importance of team work, time management, to make
decisions lacking complete information, communication and leadership capabilities.
Use of management games can encourage novel, innovative mechanisms for coping
with stress.
Case studies are complex examples which give an insight into the context of a
problem as well as illustrating the main point. Case Studies are trainee centered
activities based on topics that demonstrate theoretical concepts in an applied setting.
Each trainee takes the role of a person affected by an issue and studies the impacts
of the issues on human life and/or the effects of human activities on the world around
us from the perspective of that person.
It emphasizes the real- world side of science and challenges students to deal with
complex problems with no single right answer and to use a variety of skills beyond
those employed in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not just
the course content, but other perspectives on it. The steps involved in role playing
include defining objectives, choose context & roles, introducing the exercise, trainee
preparation/research, the role-play, concluding discussion, and assessment. Types
of role play may be multiple role play, single role play, role rotation, and spontaneous
role play.
It provides trainees with a realistic and useful method for analyzing and
understanding the behavior of others. In every social interaction, there is a
motivation provided by one person and a reaction to that motivation given by another
person.
Child:
The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc.
Verbal clues that a person is operating from its parent states are the use of words
like, always, should, never, etc and non-verbal clues such as, raising eyebrows,
pointing an accusing finger at somebody, etc.
Adult:
All of us show behaviour from one ego state which is responded to by the other
person from any of these three states.
Ans: Training is not a one sort affair; rather it is a step-by-step process that will
complete only after successful completion of given sequential activities.
After the identification of training needs, the must crucial task is to determine the
objectives of training. Hence, the primary purpose of training should focus to bridge
the gap between standard performance and actual performance. This can be done
through setting training objectives. Thus, basic objective of training is to bring proper
match between man and the job.
4. Implement Programs
After the selection of an appropriate method, the actual functioning takes place.
Under this step, the prepared plans and programs are implemented to get the
desired output. Under it, employees are trained to develop for better performance of
organizational activities.
5. Evaluate Program
6. Feedback
Finally, a feedback mechanism is created in order to identify the weak areas in the
training program and improve the same in future. For this purpose, information
relating to class room, food, lodging etc. are obtained from participants. The obtained
information, then, tabulated, evaluated, and analyzed in order to mark weak areas of
training programs and for future improvements.
Q. 17 Explain any three traditional training methods with its advantages and
disadvantages. (Summer-2012)
1. PRESENTATION
Presentation refers to the traditional method of training where the trainees are
passive receivers of the information. The disadvantages are as highlighted below:
Audio and visual techniques can lack creative approach because audio and
visual techniques requires certain level of competency, trainers that don't have the
required audio and visual skill can overload trainees with information and
unattractive designs that can hinder their learning.
Managers and peers maybe use different approach in completing a work for
instances, the training might be done with tools that are designed specifically for the
managers (e.g. CEO's computer) which maybe be different from that of the staffs.
For instances difference in software where manager's computer runs on Mac and
Staff's computer runs on Microsoft. This difference might make the training useless
as different skills are required for operating different computer system.
3. SELF-DIRECTED LEARNING
This involves allowing employees to take full responsibility for all aspects of
the training section that is when it is to be conducted, and who will be involved.
4. APPRENTICESHIP
No guarantee of job unlike other training method which can possibly happen
while the employee is already employed, apprenticeship normally happen prior to
employee. This implies that there is no guarantee that successful apprenticeship will
yield job opportunities.
5. SIMULATION
6. CASE STUDY
Trainees may not end up facing the situation since business environment is
unpredictable, there is no guarantee that the trainee will end up facing the exact
situation and thus, this can lead to loss in terms of training expenses.
Human resource planning ensures that people are available to provide the
continued smooth operation of an organization. It means, human resource planning
is regarded as a tool to assure the future availability of manpower to carry on the
organizational activities. It determines the future needs of manpower in terms of
number and kind.
Human resource planning identifies the skill requirements for various levels of
jobs. Then it organizes various training and development campaigns to impart the
required skill and ability in employees to perform the task efficiently and effectively.
6. Uncertainty Reduction
This is associated with reducing the impact of uncertainty which are brought
by uncertain changes in processes and procedures of human resource management
in the organization. There must be proper utilization of human and non-human
resources in the organisation. Sometimes the organisation may have adequate non-
human resources e.g. machines, materials and money but inadequate human
resources as a result, manufacturing process/production cannot be started. Human
resource planning helps to offset uncertainties and changes as far as possible and
enables to ensure availability of human resources of the right kind, at right time and
at right place.
There are three major methods of demand forecasting. They are as follows.
Sometimes the members of top management sit together and determine the
needs on the advice of personnel department. The forecasts so prepared sent for
review to the departmental heads and after their consent approved the need. This is
known as top down approach. The best way is the combination of the two
approaches. Executives at both levels equipped with guidelines sit together and
determine the human resources need of the organization.
It is also known as work load analysis. Under this method the stock of
workload and the continuity of operations are determined. Accordingly the labour
requirement is determined. The workload becomes the base for workforce analysis
for the forthcoming years. Here due consideration is given to absenteeism and
labour turnover. This method is also known as work study technique. Here working
capacity of each employee is calculated in terms of man-hours. Man-hours required
for each unit is calculated and then number of required employees is calculated.
The following are the methods of forecasting used under this category:
Under this method the ratios are calculated for the past data related to number of
employees of each category i.e. production, sales and marketing levels, work load
levels. Future production and sales levels, work load, activity levels are estimated
with an allowance of changes in organization, methods and jobs. The future ratios
are estimated. Then future human resources requirement is calculated on the basis
of established ratios. This method is easy to understand. Value depends upon
accuracy of data.
Econometric models are built up on the basis of analysis of past statistical data
establishing the relationship between variables in a mathematical formula. The
variables are those factors such as production, sales, finance and other activities
affecting human resource requirement. Econometric model is used to forecast
human resource requirements based on various variables.
Elmer Bureks and Robert Smith have developed a mathematical model for human
resource forecasting based on some key variables that affects overall requirement
for human resources of the organisation. They have given an equation.
En = (Lagg + G) 1/x/ y
This method is used when the values of G, x and y are accurate. To obtain the
values of G, x and y different statistical techniques are used.
Regression analysis is used to forecast demand for human resources at some point
of time in future by using factors such as sales, production services provided etc.
This method is used when independent and dependent variables are functionally
related to each other. Nowadays computers are used to solve regression equations
for demand forecasting.
Supply Forecasting:
1. Existing Inventory:
It consists to number and category of employees of each job family i.e. the jobs
related to same category like office staff, sales and marketing staff, production staff,
maintenance and industrial engineers, quality control engineers etc.
Organisations prefer both young and old employees. Human resource planning
should give due consideration to age-wise human resource mixing young and old
employees in due proportions.
This includes pay and allowance-wise and total emoluments-wise stock taking.
It includes the stock of local employees and the employees belonging to other areas
such as different states of India.
There are several human capacities or potentials required for performing jobs at the
workplace. Requirement of these along experience need to be taken into
consideration while taking stock of human resource inventory.
2. Labour Wastage:
Labour wastage should be taken into account while making future forecast and
find out the reasons of people leaving the organisation. Action can be taken to arrest
the labour wastage and replacement of uncontrollable losses. HR manager must
Labour Turnover Rate = Number of Employees left specified period (Say one
year)/ Average Number of Employees during the same period x 100
Labour Stability Index = Number of Employees with one years service or more /
Number of Employees one year ago x 100
By knowing all these labour instability can be arrested and labour turnover can be
minimised.
The potential losses can be classified as permanent total loss, permanent partial
loss, Temporary total loss and Temporary partial loss. Let us analyse these losses.
Permanent partial loss is due to loss of some skills, potentials and capabilities
because of ill health or accidents. To get rid of this loss organisation can acquire new
skill, knowledge, values, and aptitudes among the existing employees by providing
adequate and necessary training.
Temporary total loss is due to loss of aptitudes, values, change in outlook and
attitude of existing employees towards their jobs, department and organisation.
Absenteeism is also a reason for this. This can be prevented by taking steps to
minimize absenteeism to forecast loss of human resources due to it. Attitude of the
employees towards organisation can be improved by knowing the causes of change
and making efforts to remove those causes.
If you think of revenue obtained by the organisations this loss to some extent is
subsided. But these organisations not claiming from the fees or commission received
3. Potential Additions:
Potentials added to the present inventory of human resources minimize the impact of
potential losses. Potential additions are of following types:
Permanent total additions are due to new recruitment, promotions granted to juniors,
transfer effected from one department to another.
These come to the organisation through the consultancy and advice by the
employees of other organisations.
Sources of Supply:
1. Internal Factors:
Internal source of supply of human resources include the output from established
training programme for employees and management development programmes for
executives and the existing reservoirs of skills, potentials, creative abilities of the
organisation.
2. External Factors:
(2) Current and future wage and salary structure from other employers.
(5) The output from local educational institutions and training institutions managed by
government and private establishments.
(8) Traditional pattern of employment locally and availability of human resources with
requisite qualifications and skills.
(2) National demands for certain categories of human resources such as technical
and management professionals, computer professionals, medical practitioners,
technicians, secretaries, craftsmen, graduates etc.
The net human resource requirement depends upon the human resource
requirement of the organization for future i.e. demand forecasting and the total
supply of human resources available.
Ans: Introduction
Do you think you'd be likely to be able to do your best work - or any work,
really - in the first few weeks or months? More important, how would you feel about
working for this organization? Would you have confidence that these folks had things
under control that they'd thought out what they were doing?
Once employees are selected, they must be prepared to do their jobs, which
is when orientation and training come in. Orientation means providing new
employees with basic information about the employer. Training programs are used to
ensure that the new employee has the basic knowledge required to perform the job
satisfactorily.
Orientation programs not only improve the rate at which employees are able
to perform their jobs but also help employees satisfy their personal desires to feel
they are part of the organization's social fabric. The HR department generally orients
newcomers to broad organizational issues and fringe benefits. Supervisors complete
the orientation process by introducing new employees to coworkers and others
involved in the job. A buddy or mentor may be assigned to continue the process.
2. Understanding Expectations
3. Understanding Benefits
The orientation period is typically the time when employees can gain a more
in-depth understanding of the employer's fringe benefit program, as opposed to the
brief overview they received during the interview process. Even smaller businesses
may offer more than one option in areas such as health insurance, so a thorough
explanation of these options can help the employee make a more informed selection.
Employees can also learn when benefits become available, as some may require a
waiting period before enrollment.
An orientation for new staff can be a boon to both those staff members and the
organization. Some specific advantages to such a program include:
It allows new staff members to hit the ground running. If they have a clear
understanding of the organization, their positions, and the community, they
can jump into their jobs immediately and start to make a difference.
It instills new staff with confidence in both their own ability to be effective -
because they know they have the information and contacts they need - and
the organization which has had the foresight to provide them with that
background, and made them feel a part of the operation.
It improves the possibility - through facilitating a good start and providing
appropriate background - that people will do a good job over the long
term...and stay longer with the organization.
Even if the organization is brand new, it has a history: the conditions that made it
necessary, how it was started and by whom, how it garnered support, and how it got
to the point of hiring staff. If the organization has been around for a while, its history
includes, in addition, those who have worked in it, its accomplishments, its past
challenges and how it overcame them (or didn't), changes in direction, etc.
B. MISSION
Your organization has - or should have - a mission statement, and new staff
members should have a copy of it and be given a chance to discuss it and digest
C. ORGANIZATIONAL PHILOSOPHY
Often tied in with its mission, an organization's philosophy guides its structure; the
roles of various people within it; the way it treats its employees, volunteers,
participants, and colleagues; the methods it uses in whatever programs or services it
provides; and its ethics.
D. METHODS OR STRATEGIES
While some organizations leave it up to staff members to decide how they'll do their
jobs, others have set ways of accomplishing their goals. A particular drug treatment
program may advocate an individual approach for all participants, while another may
rely only on therapeutic groups. One adult literacy program may use phonics
exclusively, a second only as one of a broad range of techniques. An organization's
choice of methods may be based on research, past successful (or even
unsuccessful) experience, experimentation, intuition, conventional wisdom,
philosophy, inertia, or some combination.
E. PEOPLE
An organization is actually no more than the people who do its work and give
it life. Perhaps the most important task of a new staff member is to become familiar
with those people and to understand what each of them does. To the extent possible
(depending upon the size of the organization, whether people are full-time, etc.), new
staff members should meet individually with the following:
Line staff. An opportunity to find out how veteran staff members do the work of the
organization, and, for new line staff, to learn with whom they share the most
philosophically, and whom they're most comfortable approaching for help and
advice.
F. ORGANIZATIONAL STRUCTURE
Structure of responsibility. Who reports to whom, who's responsible for what areas of
the organization's work, who makes things happen.
Governance structure. Role, structure, and membership of the Board; actual powers
of the director and other administrators; parts that others - line staff, participants,
community - play in the governance of the organization.
This area covers the "rules" of the workplace, and the small pieces of knowledge that
make it possible for everyone to function in the course of a day (much or most of this
information might be conveyed in print that new staff members can read on their
own):
Materials and supplies. Where everything is kept; the routine for ordering; how you
get access to what you need; petty cash.
Time issues. Expected work hours; payday; arrival, lunch, and quitting time; extra
work times (Board meetings, community meetings, etc.)
Benefits. How to take a vacation, personal leave or sick day; how to use health
insurance; comp time; travel reimbursements; etc.
Office routine. Who opens and closes the workspace, where restroom keys are, who
answers which phones, security procedures.
Quality of life. Good places to eat lunch, where to park, soda machines, spring water,
coffee, food rotation for staff meeting.
H. SUPERVISION
There are at least two ways of looking at supervision. One consists essentially of the
supervisor as watchdog, making sure that the staff member does her job right, and
follows the rules of the organization. Too often, this has been the model followed in
education, the one that generates horror stories of teachers being fired because their
skirts were too short, or because they were critical of an assigned text.
It's important to have a clear set of policies and procedures that explain and govern
the various tasks and relationships necessary to keep the organization running. You
may even have a handbook that lays out the ways in which the organization
operates and explains how to file a grievance, how to deal with a personal conflict,
how to handle a participant complaint, hiring and firing issues, etc. Even if you have
a handbook, however, it's a good idea to call new staff members' attention to
important issues as part of their orientation. Then, at the very least, if they find
themselves in difficult situations, they'll know that there are policies that cover them.
J. ORGANIZATIONAL CULTURE
Every organization has its own culture, developed over its life. The culture is the
result of the organization's history and of the thinking and behavior of its founders
and former and current staff. It may change a small amount with each departure from
and new addition to the staff, but is generally fairly stable, and includes not only
standards for behavior, but the in-jokes and references that everyone in the
organization is expected to know and respond to.
Some of the areas governed by organizational culture that new staff members
should be aware of:
Dress. Every organization has a dress code, whether formalized or not. If everyone
wears jeans, the one person who dresses up will stand out, just as someone wearing
jeans will stand out in a workplace full of suits. The dress code may be that there is
no code - everyone dresses as she pleases. Whatever the formalized or unspoken
dress code is in your organization, new staff members should be aware of it.
Food. Is food in the office OK? Expected? Are you expected to bring in food to share
on a regular basis (even if this is unstated)? Can you eat at your desk, or in the
course of a program? Can participants eat during programs? Are there specific food
and drink rules (no food near the computers, for example)?
Work relationships. How do people treat one another? Is there an effort to treat
everyone equally? Is there a family atmosphere, or is everything kept formal? Do
real friendships develop? Do staff members see each other outside of work? Do
these friendships sometimes transcend position (i.e. the director or a Board member
becoming close friends with a support staff person or a participant)? What about
language? Gender relations?
Understanding the organizational culture will help a new staff member become "one
of the bunch" more quickly, and reduce the uncertainty (and the stress) of a new
situation. It will make his transition into the organization and the work easier.
If the organization's work is targeted to a particular group, new staff members should
learn as much about this group as possible in orientation.
A. IDENTIFICATION
Toward whose benefit is the work of the organization directed? The answer to that
may have to do with the income, race or ethnicity, age, gender, native language,
place of residence, basic skill or education level, disability, physical or mental health,
homelessness, immigration status, workplace, unemployment, or almost any other
characteristic of a particular group of people. The target population may also be a
whole community.
B. DEMOGRAPHICS
How many of these folks are there in the community? Where do they live? Where do
they work? What's their level of education? How many of them speak English? (A lot
of this information can be gleaned from census data or town reports. You may or
may not want to get that detailed in an orientation.)
If they are culturally distinct (e.g. immigrants from the Cape Verde Islands), what are
the defining elements of their culture? What do they eat, wear, believe, hold dear?
What are their families typically like? Are they, as a group, demonstrative or
undemonstrative, hospitable or suspicious, tolerant or intolerant of differences? Do
they all speak the same (non-English) language? (In Boston's Chinatown, for
instance, where once virtually everyone spoke Cantonese, now you can hear several
Chinese dialects, Vietnamese, and Thai, among other languages). Do they have
particular social taboos or imperatives?
Why are they the target population, and what are their specific strengths, needs and
issues? Is the organization trying to address all or only some of these? How did it
choose, or did the target population itself do the choosing?
How are members of the target population best approached? What seems to work
well with them - what kinds of programs and initiatives do they respond to? Who are
the key individuals in the target community? How does one establish credibility and
build trust in that community?
The more new staff members know or can learn about the target population before
they start work, the less likely they are to make costly mistakes.
Unless she lives in the community in which she'll be working, a new staff member
needs to know a number of things about it.
A. DEMOGRAPHICS
The size, diversity (and what groups constitute that diversity ), average income,
average education level, etc.
B. ECONOMICS
C. GENERAL CHARACTERISTICS
What are the schools like? How much crime is there? What issues do people care
about? Who do elected officials tend to be? Is the community largely liberal, largely
conservative, or somewhere in between? Is it socially tolerant? Do people from
D. INSTITUTIONS
What do the power structure and the governing bodies look like - and are they the
same? What are the important institutions in the community (hospitals, banks, major
businesses, etc.)? What are the faith communities? How powerful are the various
media, and what are their biases?
Who in the community does the organization know well and/or work with, among
both individuals and other organizations and agencies?
You may have had the experience of starting a new job with very little knowledge of
the job itself, and with the expectation that you'd simply figure out what it was you
were supposed to do. If so, you understand clearly why new staff members need
more than that if they're going to be effective. Some basic information would include:
The job description is a start here, but there's also the question of what the
person in that position actually does. What will an average day look like...or is there
no such thing as an average day? What are the real activities that the new staff
member will find himself engaging in? How much of his day will be occupied with
meetings, with working directly with participants, with community outreach, and/or
with paperwork? It's only fair that he should know what to expect.
It may not be in the job description, but staff members may be expected to pick up
and deliver participants, intercede with welfare workers or the court system, act as
counselors, or perform other functions. If anything outside the job description is
expected, new staff members should be aware of it.
C. Trial period
Is there a trial period - a period during which either the individual or the organization
can end the employment without any bad feeling or negative reports? Many
organizations write a three- or six-month trial period into any staff contract. If there is
a trial period, the new staff member should be aware of the criteria on which she'll be
evaluated at the end of it.
D. Regular evaluation
E. Expectations
We've already mentioned unstated job requirements, but there may be other
expectations that have to do with the organizational culture. How many hours are
staff members really expected to work? Does staff get reimbursed for work-related
travel (other than commuting)? What's the policy on personal phone calls, or on
weekend events in the community that the organization is involved in? Are staff
members expected to engage in community fundraising? Is there comp time?
Are you going to orient everyone in the organization, or only some people?
Will there be different orientations for different positions? Once you're clear on your
audience, the rest will follow logically.
Is the orientation meant simply to introduce the new staff member to others in
the organization, or do you hope that it will equip her to start right in on her job?
What are your goals here? Answering that question will help you reach your next
decision.
Knowing whom you're orienting and to what purpose should give you the
basis for determining how much of the content laid out above you want to include.
Will you go through the personnel policies? Will you take the new staff member to
visit other sites or other organizations? Are there observations or activities that need
to be included?
Start by laying out the specific content areas that need to be covered. Then,
for each of them, you may be able to see what would be the best format and method
to cover that area, and who would be the best person to present it.
To some extent, this will be determined for you by your situation. If you've just
hired one new staff member and you're not planning to hire others in the foreseeable
future, then an individual orientation is in the cards. If you're new or are overhauling
Methods are the techniques you choose to present the content of your
orientation. As is probably clear from the previous parts of this section, you have a
range of possibilities in deciding what to actually do in an orientation. The whole
thing can be conceived of, for instance, as a straight presentation of
information...which will probably be dry and boring, and most of which the new staff
member will forget as soon as it's over. It generally makes more sense to think in
other ways:
Take or send new staff members on field trips. The best way to understand a
community is to walk, or, in the case of rural areas, to drive through it. The best way
to find out what other organizations are doing is to visit them, talk to their staffs, and
observe their work. Whether in the company of a knowledgeable guide - a member
of the target population, for instance - or alone, new staff members should get out
and see for themselves what's going on in the world they'll be working in.
Knowing the content and your goals, you should be able to estimate how much time
you'll need to run the orientation you want to. You may run an informal orientation
(some conversation, introductions to other staff, some reading to do), which may
take up part of the first day, or be spread out over a few days. Another possibility is a
formal orientation (i.e. a carefully-structured series of presentations, activities,
meetings, etc.), each part of which lasts a set amount of time. Or you may choose to
designate an orientation period at the beginning of a staff member's employment,
during which she may be working, but may also be involved in orientation-related
activities. In the former cases, orientation might last only a few hours or a day or two.
In the latter, it could last a week or a month, or even several months, and would
probably include initial training.
Formal orientation. If you run a formal orientation of only a few hours or a day, it will
probably involve the direct presentation of a lot of information. You may ask a variety
of veteran staff members, participants, or others to take part in the presentation,
and/or you may ask new staff members to seek out and talk to certain people on
their own time. Training will be separate from orientation in this case, although it may
immediately follow it.
Orientation period. An orientation period may last as little as a few days or a week, or
as much as three or four months. If it's short, it could be pure orientation time, during
which the staff member does nothing else, or it could fit in around a work schedule.
During this time, the new staff member will get some direct information, and also
spend a good deal of time meeting with other staff members, Board members,
participants, people from other organizations, and others who can cast light on her
job and its context. She might also observe or shadow other staff members, read
relevant material, be trained in necessary areas, become familiar with the community
or target area, etc. In any case, the orientation is her job, or part of it, for this period.
As is true for most of the material in this and many other sections of the Community
Tool Box, the above refers to an ideal world, one in which there are the time and
resources for a proper orientation period to take place. In reality, especially in a small
grass roots or community-based organization, the position has probably been empty
for longer than it was supposed to be, other staff have been working overtime to do
the job until someone could be hired, the new staff member is going to have to start
work the instant he appears, and no one in the organization has time to spare to
actually run an orientation.
Even if your organization can't devote much time solely to orientation, however, it's
absolutely crucial to regard at least the first week or two as an orientation period, and
Evaluation will help you make your orientation more effective, which, in turn, will
make your staff more effective. An evaluation should include feedback from those
evaluated, and can be built right into the orientation itself. A final piece of the process
might be reflection on what has taken place, and some ideas about what was
missing, what was particularly helpful, and what could have been done better.
You might also consider asking staff members to reevaluate their orientation after
they've been on the job for a while. At the end of the orientation, they may not yet
know what's most or least helpful, and what they'll use or not use. They might have a
better perspective on those issues in three or six months.
I. Create some sort of marker for the end of the orientation or orientation period.
Q.21 Compare and contrast following methods of job evaluation: ranking, factor
comparison and point method. (Summer-2012)
Job evaluation is an assessment of the relative worth of various jobs on the basis of
a consistent set of job and personal factors, such as qualifications and skills
required.
The objective of job evaluation is to determine which jobs should get more pay than
others. Several methods such as job ranking, job grading, and factor comparison are
employed in job evaluation. Research indicates, however, that each method is nearly
as accurate and reliable as the other in ranking and pricing different jobs. Job
evaluation forms the basis for wage and salary negotiations.
Job Evaluation involves determination of relative worth of each job for the
purpose of establishing wage and salary differentials. Relative worth is determined
mainly on the basis of Job Description and Job Specification only. Job Evaluation
helps to determine wages and salary grades for all jobs. Employees need to be
Jobs are evaluated on the basis of content and placed in order of importance.
This establishes Job Hierarchies, which becomes the basis for satisfactory wage
differentials among various jobs. Jobs are ranked (not jobholders)
The primary objective of job evaluation is to find out the value of work, but this is a
value which varies from time to time and from place to place under the influence of
certain economic pressure, not least of which is the worth of money itself. The main
features of job evaluations are:
To supply bases for wage negotiation founded on facts rather than on vague
intermediate ideas.
It attempts to assess jobs, not people.
Job evaluation is the output provided by job analysis.
Job evaluation does not design wage structure, it helps in rationalising the
system by reducing number of separate and different rates.
Job evaluation is not made by individuals rather it is done by group of experts.
Job evaluation determines the value of job. Further the value of each of the
aspects such as skill and responsibility levels are also related and studied in
connection with the job.
Job evaluation helps the management to maintain high levels of employee
productivity and employee satisfaction.
It is found that people and their motivation is dependent upon how well they
are being paid. Therefore the main objective of job evaluation is to have external and
internal consistency in salary structure so that inequalities in salaries are reduced.
2. Specialization
5. Standardization
Through job evaluation, one can understand the relative value of new jobs in a
concern.
Limitations:
Though there are many ways of applying job evaluation in a flexible manner,
rapid changes in technology and in the supply of and demand for particular
skills, create problems of adjustment that may need further study.
When job evaluation results in substantial changes in the existing wage
structure, the possibility of implementing these changes in a relatively short
period may be restricted by the financial limits within which the firm has to
operate.
When there are a large proportion of incentive workers, it may be difficult to
maintain a reasonable and acceptable structure of relative earnings.
The process of job rating is, to some extent, inexact because some of the
factors and degrees can be measured with accuracy.
Job evaluation takes a long time to complete, requires specialized technical
personnel and is quite expensive.
1. Preliminary Stage:
This is the stage setting for job evaluation programme. In this stage, the
required informations obtained about present arrangements, decisions are made on
the need for a new programme or revision of an existing one and a clear cut choice
is made of the type of programme is to be used by the organisation.
In this stage, the evaluation programme is drawn up and the job holders to be
affected are informed. Due arrangements are made for setting up joint working
parties and the sample of jobs to be evaluated is selected.
3. Analysis Stage:
This is the stage when required information about the sample of jobs is
collected. This information serves as a basis for the internal and external evaluation
of jobs.
6. Design Stage:
Having ascertained grades for jobs, salary structure is designed in this stage.
7. Grading Stage:
This is the stage in which different jobs are slotted into the salary structure as
designed in the preceding stage 6.
After job analysis preparations of job descriptions comes the essential stage
of job evaluation, namely, the systematic comparison of jobs in order to establish a
job hierarchy. The techniques which have been commonly used tend to fall into one
of the two main categories:
There are four basic methods of job evaluation currently in use which are
grouped into two categories:
The basic difference between these two methods lies in the sense that, under
non-quantitative methods, a job is compared as a whole with other jobs in the
organisation, whereas in case of quantitative methods, the key factors of a job are
selected and, then, measured. The four methods of job evaluation are now
discussed one by one.
1. Ranking Method:
The ranking method is the simplest form of job evaluation. In this method, each
job as a whole is compared with other and this comparison of jobs goes on until all
the jobs have been evaluated and ranked. All jobs are ranked in the order of their
importance from the simplest to the hardest or from the highest to the lowest.
1. Analyse and describe jobs, bringing out those aspects which are to be used for
purpose of job comparison.
3. Rank all jobs in the organisation around the bench-mark jobs until all jobs are
placed in their rank order of importance.
4. Finally, divide all the ranked jobs into appropriate groups or classifications by
considering the common features of jobs such as similar duties, skills or training
requirements. All the jobs within a particular group or classification receive the same
wage or range of rates.
Ranking method is appropriate for small-size organisations where jobs are simple
and few. It is also suitable for evaluating managerial jobs wherein job contents
cannot be measured in quantitative terms. Ranking method being simple one can be
used in the initial stages of job evaluation in an organisation.
Merits:
Demerits:
1. The main demerit of the ranking method is that there are no definite standards of
judgment and also there is no way of measuring the differences between jobs.
2. It suffers from its sheer unmanageability when there are a large number of jobs.
2. Grading Method:
Once the grades are established, each job is then placed into its appropriate
grade or class depending on how well its characteristics fit in a grade. In this way, a
Merits:
3. The grouping of jobs into classifications makes pay determination problems easy
to administer.
Demerits:
2. It cannot deal with complex jobs which will not fit neatly into one grade.
3. Points Rating:
This is the most widely used method of job evaluation. Under this method,
jobs are broke down based on various identifiable factors such as skill, effort,
training, knowledge, hazards, responsibility, etc. Thereafter, points are allocated to
each of these factors.
Weights are given to factors depending on their importance to perform the job.
Points so allocated to various factors of a job are then summed. Then, the jobs with
similar total of points are placed in similar pay grades. The sum of points gives an
index of the relative significance of the jobs that are rated.
Determine the jobs to be evaluated. Jobs should cover all the major
occupational and levels of responsibility to be covered by the method.
Decide on the factors to be used in analysing and evaluating the jobs. The
number of factors needs to be restricted because too many factors result in an
over-complex scheme with overlap and duplication between factors.
Define the factors clearly in written. This is necessary to ensure that different
job raters interpret a particular factor in the same sense.
Determine degrees of each factor and assign point value to each degree.
Point values are assigned to different degrees on the basis of arithmetic
progression.
Finally, money values are assigned to points. For this purpose, points are
added to give the total value of a job. Its value is then translated into money
terms with a predetermined formula.
2. Prejudice and human judgment are minimized, i.e. the system cannot be easily
manipulated.
3. Being the systematic method, workers of the organisation favors this method.
4. The scales developed in this method can be used for long time.
Demerits:
4. It is not suitable for managerial jobs wherein the work content is not measurable in
quantitative terms.
This method is a combination of both ranking and point methods in the sense
that it rates jobs by comparing them and makes analysis by breaking jobs into
compensable factors. This system is usually used to evaluate white collar,
professional and managerial positions.
The mechanism for evaluating jobs under this method involves the following
steps:
1. First of all, the key or benchmark jobs are selected as standards. The key jobs
selected should have standards contents, well accepted pay rates in the community,
and should consist of a representative cross-section of all jobs that are being
evaluated-from the lowest to the highest paid job, from the most important to the
least importantand cover the full range of requirements of each factor, as agreed
upon by a Committee representing workers and management.
2. The factors common to all jobs are identified, selected and defined precisely. The
common factors to all jobs are usually five, viz., mental requirements, physical
requirements, skill requirements, working conditions and responsibility.
3. Once the key jobs are identified and also the common factors are chosen, the key
jobs are, then, ranked in terms of the selected common factors.
4. The next step is to determine a fair and equitable base rate (usually expressed on
an hourly basis) and, then, allocate this base rate among the five common factors as
mentioned earlier. Following is a specimen of base rate and its allocation scheme:
Merits:
4. The use of limited number of factors (usually five) ensures less chances of
overlapping and over-weighting of factors.
Demerits:
2. Using the same five factors for evaluating jobs may not always be appropriate
because jobs differ across and within organisations.
Q.22 Explain the difference between recruitment and selection. Why is it important to
conduct pre-employment background investigations? Explain with relevant
examples. (Summer-2012)
Hurdles The candidates have not to cross Many hurdles have to be crossed.
over many hurdles.
What happens
employment
check? background
on a pre-
When you receive a job offer there is often a line in the offer letter that says,
"This offer is contingent upon completion of a successful background check." Just
what is involved in that? What can you expect to be uncovered?
Many people are concerned that if they leave a short term job off their resume
or neglect to mention the job where they were fired, it will show up in a background
check. This is unlikely, as it's not like an FBI investigation into your life. Remember
that resumes are marketing documents and you're not required to put anything
negative on them, but if asked to list all positions, you should, since you can be fired
for dishonesty if you don't. But, it's not likely to show up in a background check.
1. Criminal records.
This is usually a first stop for employers. How far back and what crimes
employers can consider largely depends on state laws. If you have a criminal record,
Harris advises you put together a document that explains exactly what happened
and is supported by the evidence. That is, don't just write up your version of events,
and include court documents.
2. Credit checks.
This is another area the EEOC is concerned about -- for the same reason as
criminal records -- it has a disparate impact on African American job candidates. Not
every company uses credit checks and even among those that do, they generally
don't check every job candidate's records. But, if they do, what are they looking for?
Harris writes: "It is unlikely that an employer would hold a late credit card payment
against you." But if it's gone to collection or court, employers may not be willing to
overlook it. Student loan defaults, she says, are also something employers look at.
However, if your debt is due to medical bills or other emergencies, employers tend to
not be as harsh, she says. One thing about credit checks -- you have to authorize
them to do so. Best bet? Run your own credit before applying for a job.
If you lie about that degree -- even if you were only 6 credits short, your
potential employer will find about it. Didn't pay that final library fine at your university?
Harris cautions that your school may claim you never received your degree. Clear all
those things up before applying for a new job. Most certifications and licences are
public records and are easy to verify. Bottom line, Harris says, don't lie about your
education or try to hide a disciplinary history. It's easy to find.
4. References.
Many people are under the impression that employers can only confirm dates
of service and titles. Company policy may prohibit managers from speaking out, but
most do anyway. Which means, don't burn bridges and always work hard. Harris
also cautions that employers can and do search your "electronic trail." Things like
5. Military records.
Harris states that employers are pretty limited in what they can find out about -
- just rank, salary, duties and awards. She reminds that "it is illegal for an employer
to deny you a job because you might be called up to active duty."
6. Bankruptcy.
7. Driving records.
These are also public records and subject to employer discretion. Bottom
line? That DUI may prevent you from getting a job.
8. Medical records.
These are off limits in a background check. Employers may ask you if you can
perform the duties of a job, and you can answer yes, or no. If you answer yes, they
have to take your word for it. There is an exception, though, according to Harris. As
long as they require everyone who works in this or a similar job to undergo a medical
exam, they can make that a requirement for the job. That is, if you come in limping,
they can't require a medical exam unless they require everyone to have a medical
exam.
9. Drug testing.
So, if your job offer has the background contingency as part of it, this is what
you can expect. If you're going to have any problem with any of these sections, start
working now to clean up your record. Even old convictions can be expunged in many
cases.
Training provides only the skills required for the job but attitude, personality,
knowledge and behavior are merely provided. In order to fulfill this gap, management
training is implemented. In this sense, management development programs are
implemented to impart required knowledge and skills to improve their behavior,
attitude and performance. It is long term educational process of developing
managerial potential by enhancing conceptual, interpersonal and decision making
skills.
1. Growth Oriented:
2. Future oriented:
4. Educational process:
5. Proactive:
6. Self-motivation:
7. Behavioral change:
8. Continuous process:
Managerial decisions are vital for the success and failure of organization. The
quality of decisions of managers determines the milestone of the organization.
Customer satisfaction, relation with venders, relation with employees, productivity
and profitability of organization all are dependent on decision of managers. So,
decision making quality of employees should be improved. Management
development aims to improve decision making capability of employees.
i. Coaching Method:
Learner managers are given certain job with the staff post under an
experienced manager. Learner managers get a chance to learn the job skills,
knowledge and capabilities under senior managers. In this method, one learner gets
one supervisor or expert manager therefore she/he gets direct instruction, guidance
and supervision. In case of emergency, or during vocation times, such understudy
managers act as substitutes for the managers.
v. Internship:
1. Simple to administer:
2. Cost effective:
4. No delay in operation:
This method allows to work during the development period as well. There will
be no shortage of managers to conduct regular activities. So, because of on the job
management development programs, there is no chance of delay in operation.
1. Defective output:
Trainee managers lack sufficient knowledge and skills to accomplish their job.
But, in this method, they conduct job activities during their training period. Because
of this reason, their performance output may be defective. This may not be retrieved
at managerial level.
2. Low productivity:
Trainee managers have to work in their job station at the regular basis during
the management development period as well. They have to work under the
supervision of other managers. They need to learn for this they have to ask, consult
and need instruction from other senior and experienced managers. Because of this,
regular and experienced managers also get disturbed. This reduces the overall
productivity of organization.
3. Lack of seriousness:
Trainee managers may lack seriousness specially in internship for their job
responsibilities. Such attitude of the managers may negatively affect to the
organizational image.
Following methods are commonly used for off the job management development:
This methods combines role play with modeling. In role play method, trainee
managers reflect the behavioral of actual working situation at the artificial
environment. In modeling, training managers watch films, videos, computer
programming or documentary relating to the actual work place problems, Interaction
problems to be faced by managers can be identified, practiced and transferred to
job. This method is more realistic even having off the job. Trainee managers can
learn more practically within the specified time period.
This method concerns about the interaction between individuals and between
groups as transactions. This method is develop by Eric Berne and Thomas Harris.
This method focuses on the study of personality to improve the interpersonal
relations. This method argues that an individual's personality consists of three ego
states namely the parent ego state, the adult ego state and the child ego state.
Child and parent ego state feel and react directly. Personality with parent ego
state demands authority, superiority and controlling. The personality with the child
ego state show more emotion and impulse. But, adult state thins twice before acting.
In this method, trainee managers are allowed to work in full time basis where
they identify actual problem and probable solution. They periodically meet to each
other and discuss on the problems and identified potential solutions. They discuss on
the the findings and progress. In this method, high level managing directors are
required to participate.
1. No errors on performance:
2. Cost effective:
3. Planned development:
In this method, trainee managers get knowledge and skills as per the plan and
schedule. Managerial jobs do not require skills and knowledge at regular basis. So,
on the job management program cannot impart knowledge in schedule. This problem
can be overcome in off the job management development method.
4. High productivity:
1. Less effective:
Trainee managers do not get chance to implement skills and knowledge of the
program immediately to the practice. Immediate feedback cannot be obtained.
Managers may show the positive impression even without being clear in the subject
matter. So, this method is less effective in comparison to on the job management
development.
Q. 24 Whether you are a line manager or a staff manager, you are side by side an
HR manager also. Give your comments on this statement. (Winter 2012)
1. Recruiting Employees
5. Overall Responsibilities
7. Employee Relations
1. Employee Engagement
The approach line managers take to supervising their employees is the most
critical factor in employee engagement. Line managers create the organizational
culture for their teams. If managers focus on their employees' strengths and
encourage open communication, they are more likely to engage and encourage their
employees. Line managers who focus on the negative aspects of employee
performance, micromanage their employees or seek only to boost their own status
will create disengaged and disgruntled employees. HR practitioners measure
employee engagement through surveys, but engagement is generated or
extinguished by line managers.
2. Performance Appraisal
3. Disciplining Employees
Discipline in the workplace begins when a line manager sets out his
expectations with his team. These expectations may be supported by policies and
procedures produced by the HR department. However, the line manager's
commitment to enforcing the rules is more likely to influence employee performance
and behavior than any glossy employee handbook. If a line manager is seen to
4. Performance-Related Pay
Q.25 State the different methods of interview and also state the various types of
interviews. (Winter-2012)
Types of Methods
1. Behavioral-Based Interviews
2. Case Interviews
Case questions are most commonly used in consulting interviews. In this type of
interview, the candidate is given a scenario and is tasked with working through the
details. These interviews highlight a candidates poise and analytical ability. Case
questions vary: some may be asked with the purpose of determining how a
candidate formulates long-term strategy, while others may be asked with the
purpose of determining how well a candidate performs specific tasks, such as pricing
promotions for a product. Questions may take a half hour to one hour to answer.
Informational interviews are forums by which you can discover the nature of
the industry without performance pressure. This style of interview provides
candidates the opportunity to compare their expectations with the position. You may
have the opportunity to speak with those currently employed in the position. Take
this opportunity to discover the positive, and less positive, aspects of the position.
For example, if you love books and decide to pursue employment in the publishing
industry, an informational interview with an honest publisher may reveal that your
love for books would not outweigh your dislike of the tasks involved in publishing. It
is far better for both you and the employer to discover this early in the process.
Informational interviews are best kept to a half hour or less. As with any interview,
prepare questions beforehand.
Types of Interviews
1. In-Person (Traditional)
2. Phone Interview
Despite the fact that a phone interview is the least formal method of
interviewing, phone interviews can be challenging because of a candidate's inability
to sense subtle non-verbal cues, which would be otherwise obvious in an in-person
setting. It is important to pay particular attention to the tone of your interviewers
voice, and clearly express excitement or enthusiasm. Additionally, remember to have
a notepad and pen handy during the course of a phone interview so you can note
questions and answers, and generally track your thoughts.
3. Second Interview
Being asked to return for a second interview could mean a few different
things. It might mean that you made an excellent impression, but the prospective
employer is having difficulty deciding between a few exceptionally strong candidates.
It also might mean that while you made an overall excellent impression, something
you said during your interview raised additional questions for your interviewer.
Regardless, a second interview constitutes a second opportunity to demonstrate why
you are the perfect candidate for the job!
A group or panel interview may be the most challenging type of interview. This
type involves being interviewed by multiple people simultaneously. During a group or
panel interview, maintain eye contact with the speaker or the person whose question
Q.26 Discuss the different sources of recruitment and for which type of recruitment
they are used. (Winter-2012)
The searching of suitable candidates and informing them about the openings
in the enterprise is the most important aspect of recruitment process.
1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers.
2. Promotions:
A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they can
also get promotion.
3. Present Employees:
4. Employee Referrals:
This source serves as one of the most effective methods of recruiting people
in the organisation because employees refer to those potential candidates who meet
the company requirements known to them from their own experience. The referred
individuals are expected to be similar in type in terms of race and sex, for example,
to those who are already working in the organisation.
5. Previous Applicants:
This is considered as internal source in the sense that applications from the
potential candidates are already lying with the organisation. Sometimes, the
organisations contact through mail or messenger these applicants to fill up the
vacancies particularly for unskilled or semi- skilled jobs.
1. Improves morale:
When an employee from inside the organisation is given the higher post, it
helps in increasing the morale of all employees. Generally every employee expects
promotion to a higher post carrying more status and pay (if he fulfills the other
requirements).
2. No Error in Selection:
3. Promotes Loyalty:
4. No Hasty Decision:
6. Self-Development:
(ii) It is possible that the requisite number of persons possessing qualifications for
the vacant posts may not be available in the organisation.
(iii) For posts requiring innovations and creative thinking, this method of recruitment
cannot be followed.
(iv) If only seniority is the criterion for promotion, then the person filling the vacant
post may not be really capable.
1. Advertisement:
2. Employment Exchanges:
3. Employment Agencies:
Generally, these agencies select personnel for supervisory and higher levels.
The main function of these agencies is to invite applications and short list the
suitable candidates for the organisation. Of course, the final decision on selection is
taken by the representatives of the organisation. At best, the representatives of the
employment agencies may also sit on the panel for final selection of the candidates.
As the organisational identity remains unknown to the job seekers, it, thus,
avoids receiving letters and attempts to influence. However, there is always a risk of
loosing out in screening process done by the agencies, some applicants whom the
representatives of the organisation would have liked to meet and select.
4. Professional Associations:
5. Deputation:
6. Word-of-Mouth:
7. Raiding or Poaching:
For example, several executives of HMT left to join Titan Watch Company, so
also exodus of pilots from the Indian Airlines to join private air taxi operators.
Whatever may be the means used to raid rival firms for potential candidates, it is
often seen as an unethical practice and not openly talked about. In fact, raiding has
become a challenge for the human resource manager. Besides these, walk-ins,
contractors, radio and television, acquisitions and mergers, etc., are some other
sources of recruitment used by organisations.
Direct recruitment from educational institutions for certain jobs (i.e. placement)
which require technical or professional qualification has become a common practice.
A close liaison between the company and educational institutions helps in getting
suitable candidates. The students are spotted during the course of their studies.
Junior level executives or managerial trainees may be recruited in this way.
The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to
assist them in getting applications from persons who are known to them.
Certain workers present themselves at the factory gate every day for
employment. This method of recruitment is very popular in India for unskilled or
semi-skilled labour. The desirable candidates are selected by the first line
supervisors. The major disadvantage of this system is that the person selected may
not be suitable for the vacancy.
Those personnel who casually come to the company for employment may
also be considered for the vacant post. It is most economical method of recruitment.
In the advanced countries, this method of recruitment is very popular.
A file of past applicants who were not selected earlier may be maintained. In
order to keep the file alive, applications in the files must be checked at periodical
intervals.
This method of recruitment is still prevalent in India for hiring unskilled and
semi-skilled workers in brick klin industry. The contractors keep themselves in touch
with the labour and bring the workers at the places where they are required. They
get commission for the number of persons supplied by them.
In case employees have been laid off or have left the factory at their own, they
may be taken back if they are interested in joining the concern (provided their record
is good).
Apart from these major sources of external recruitment, there are certain other
sources which are exploited by companies from time to time. These include special
Then there are video films which are sent to various concerns and institutions
so as to show the history and development of the company. These films present the
story of company to various audiences, thus creating interest in them.
These ladies can also prove to be very good source of work force. Similarly
there is the labour market consisting of physically handicapped. Visits to other
companies also help in finding new sources of recruitment.
Internal sources, sometimes, may not be able to supply suitable persons from
within. External sources do give a wide choice to the management. A large number
of applicants may be willing to join the organisation. They will also be suitable as per
the requirements of skill, training and education.
The selection of persons from outside sources will have the benefit of new
ideas. The persons having experience in other concerns will be able to suggest new
things and methods. This will keep the organisation in a competitive position.
3. Economical:
1. Demoralization:
When new persons from outside join the organisation, then present
employees feel demoralized because these positions should have gone to them.
There can be a heart burning among old employees. Some employees may even
leave the enterprise and go for better avenues in other concerns.
2. Lack of Co-Operation:
The old staff may not co-operate with the new employees because they feel
that their right has been snatched away by them. This problem will be acute
especially when persons for higher positions are recruited from outside.
4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been able to adjust
in the new environment. They may not temperamentally adjust with the new persons.
In such cases either the persons may leave themselves or management may have to
replace them. These things have adverse effect on the working of the organisation.
(i) The required qualities such as will, skill, talent, knowledge etc., are available from
external sources.
(ii) It can help in bringing new ideas, better techniques and improved methods to the
organisation.
(iv) The cost of employees will be minimum because candidates selected in this
method will be placed in the minimum pay scale.
(v) The entry of new persons with varied experience and talent will help in human
resource mix.
(vii) The entry of qualitative persons from outside will be in the long-run interest of
the organisation.
Recruitment
If you are serious about implementing a diversity/culture change initiative, you must
create a diverse pool of candidates. If you always recruit from the same places, with
the same methods, you will always get the same people. There is still the complaint
We looked all over and just cant find any. In todays competitive market you
need to be creative. You have to go where the candidates are and have a long
enough lead-time to get a good selection of candidates.
Ans: All of us go through it sooner or later - the intimidating meeting that can change
our lives. You know well how important it is to create a perfect resume and to show
your advantages in this short job interview time.
Everything counts here starting from the way you dress and finishing with your
answers to the simplest questions. The scary thing is that every wrong word, gesture
or answer can take away the opportunity to get your dream job.
It is not a good thing if all you seem to care about is the money issue. Keep
the balance between questions about your salary and other enquiries. Candidates
who are interested in nothing but their salary usually lose to those who ask about
particular job details. Of course, you want to know how much you will be paid, but
dont forget to ask about your duties, responsibilities and career possibilities. Your
interviewers will appreciate that.
Nobody wants to know that you won ten awards at school contests. No one
cares that you worked as a postman for two months fifteen years ago. Your resume
should be highly informative and laconic. All the information should be useful to your
potential employer. If you are interviewing for an IT job, for example, you may not
mention that you delivered pizza for half a year while you were a student.
Give your resume to a friend or relative to read. It is even better if you can
give it to a person you have never met before. They can tell whether it is easy to
read and which parts should maybe be excluded.
You will probably be asked a tricky question about your weaknesses. Should
you answer it honestly or should you be more artful and diplomatic? The first option
is probably better. The majority of people start saying loads of rubbish about being
too hard working, too initiative, etc. Honestly speaking, that makes you look
narcissistic in the eyes of your interviewer.
You shouldnt let them know about every single flaw you have, as well. Just
try, to be honest, and dont tell them you are perfect. It is better if you say that you
are, for example, a bit absent-minded in times, but youve developed a system of
notes and reminders to work on this problem. They will definitely appreciate you
saying you are fighting your weaknesses.
Well, you know that a resume is the first thing you are judged upon. Your
potential employers already have a clear picture of you in their heads even before
they see you and talk to you. If you make spelling or grammar mistakes in your
resume or cover letter, they will already see you as a poorly educated person. Even
if they decide to invite you to a job interview after seeing your poor grammar, they
may be a bit condescending at the meeting because you write your instead of
youre.
A job interview is not a place for the questions such as What does your
company do?. You have to come to this meeting prepared knowing the history of
the company, its projects, services, names of the owners, latest news, etc. Not doing
your homework can actually cost you a job. So dont be lazy and make some
researches.
Ask some deeper questions about the company, though. For example, take
the interest in their attitude towards creative approaches to tasks; ask how they
reward initiative employees, etc.
Before going to a job interview, think of several questions you will be asking. If
you have none, you may seem spineless, weak-willed and simply not interested. At
the same time, dont conduct an interrogation for your interviewer asking too many
questions at the first meeting.
Surely, you are nervous. But can you, at least, smile or keep an eye contact?
You should be happy and enthusiastic - that is what your job interviewers want to
see. Your important job interview is not a place for excessive shyness. Give yourself
a bit of credit and tell about your victories. Maybe, it is your only chance to impress
your potential employers.
No employers would appreciate chatty workers. If they see you talk too much,
they may think that its all that you will do at work if you get the job. You probably do
not want to make such an impression. So, shut it and talk only when you need to.
Maybe, your previous bosses actually were idiots. However, slinging dirt at
them, you only make yourself look bad. These potential employers who interview you
will one day be your previous ones. And they know that. So, if you talk bad about
your bosses now, you will probably say the same at your future job interviews about
them. Thus, dont talk much about your previous bosses and companies you worked
If your phone rings at the middle of your interview, it will most certainly irritate
your interviewer and maybe even cause the rejection. Dont risk it.
So, these were the things that can in a way influence the perception of you at
a job interview. Remember, that you have to be the best version of yourself at this
meeting. To make it happen, you need to take time and think every tiniest detail
through. Thus, you will be prepared for the most unexpected questions and will
charm anyone into hiring you. Good luck!