Chapter Two: The Acquisition of HR

 Employment Process is concerned with the

obtaining of the proper kind and number of
people necessary to accomplish organizational
objectives. It includes the following basic tasks:
2.1 Job Analysis
2.2 Human Resource Planning
2.3 Recruitment
2.4 Selection
2.5 Induction
2.6 Placement
2.1 Job Analysis

 Job Analysis is a systematic process of

studying and collecting information about the
nature and characteristics of the job and the
qualification of the employee that will fill the job.
i.e. it is a systematic process of finding work-
oriented and personal requirement of the job
Methods of Collecting JA Data

 Personal Observation [slow and less accurate],

 Interview [accurate, but expensive and time consuming]
 Questionnaire [quick and economic to use],
 Employee Log or critical incident [appropriate for
highly specialized works] and others.
 Job Performance: the job analyst actually performs the
job in question. It is not suitable for risky jobs such as
fire fighter or jobs that requires extensive training such
as doctors, pharmacy
 Information gathered with JA

 Work Activities: Work activities performed ; How, why,

when activity is performed
 Performance standards: Quantity, quality, speed; Used
to evaluate employee performance
 Human Behaviors: Communicating, decision making,
and; Other physical job demands, e.g., lifting
 Tools, equipment, etc used: Products made;
Knowledge dealt with / applied and Services rendered
 Job Context: Physical work conditions; Work group and
Incentives for doing job
 Human Requirements: Job-related knowledge, skills;
Personal attributes, e.g. personality, aptitudes
Cont’d…

 Data sources for Job Analysis

– Employees
– Supervisors
– Managers
 Job Analysis is Conducted by:
– HR Specialists
– Outside Consultants
– Supervisors/Managers
Steps in Job Analysis

 There are six steps required to develop Job

Analysis:
1. Determine the use of the Job Analysis Information
2. Collect Background information such as organizational
structure, process, objective,…
3. Benchmark Positions
4. Collect job analysis information such as behavior, content,
equipment, tools, standards, human requirements ..
5. Review the information with the participants .i. e check the
corrective-ness of the information with workers, supervisors,
and others
6. Develop Job Analysis
Job Analysis

 The purpose of Job Analysis is to obtain

answer to the following six questions:
A. What workers do= task or function
B. Why is done=reason
C. What aids= tools, machines, equipments,…
D. What qualification=skill, capacity, experience…
E. What is accomplished= output
F. How it is done= procedure, methods, techniques,
Job Analysis

 Components of Job Analysis:

1. Job Description: it is the profile of
the job. It defines what the job does.
2. Job Specification: it is the profile of
the human characteristics needed by
the job.
Job Description

 Job Description: is a written document that shows the

nature and characteristics of the task to be performed.
It is the picture of the job
 It includes the following points:
1. Job Identity: title, location, grade…
2. Job Summary
3. Brief statement of the purpose of the job
4. Job Duties and Responsibilities
5. Facts about working Conditions: allowance, private office,
Safety, Health, physical, environmental, hours of work
6. Machinery and equipment to be used
Job Specification

 It is a written statement of the minimum acceptable

human qualities necessary to prepare a given job
properly. Job Specification includes the following
information:
1. Physical Qualities: appearance, age, eyesight, hearing,
2. Mental Quality: intelligent, thinking ability, ability to make sound
decision,
3. Skill or Talent: communication ,technical, conceptual, human
and computer skill
4. Qualification: Knowledge acquired from experience, education
or training
5. Personality Requirement; emotion, stable, behavior, patient,
 2.2 Human Resource Planning

 Human resource (HR) planning is the process of

anticipating and carrying out the movement of people
into, within, and out of the organization. Human
resources planning is done to achieve the optimum use
of human resources and to have the correct number and
types of employees needed to meet organizational goals.
 HRP is double edged weapon:
– Proper utilization of HR
– Reduces excessive labor turnover and absenteeism
– Improve productivity
Major Reasons for HRP
 Employment-Unemployment Situation: Though from the above
excerpt we can construe that in general the number of educated
unemployed is on the rise, there is acute shortage for a variety of
skills. This emphasizes the need for more effective recruitment and
retaining people.
 Technological Changes: The myriad changes in production
technologies, marketing methods and management techniques
have been extensive and rapid (e.g.. introduction of HRIS). Their
effect has been profound on job contents and job contexts. These
changes cause problems relating to redundancies, retraining and
redeployment. All these suggest the need to plan manpower needs
intensively and systematically.
 Organizational Changes: In the turbulent environment marked by
cyclical fluctuations and discontinuities, the nature and pace of
changes in organizational environment, activities and structures
affect manpower requirements and require strategic considerations.
Major Reasons for HRP

 Demographic Changes: The changing profile of the

work force in terms of age, gender participation, literacy,
technical inputs and social background have implications
for manpower planning. The workforce is more diverse
than ever before. And the trend shows it is going to be on
the rise even more!!
 Governmental Influences: Government control and
changes in legislation with regard to affirmative action for
disadvantaged groups, working conditions and hours of
work, restrictions on women and child employment,
casual and contract labor, etc. have stimulated the
organizations to become involved in systematic
manpower planning.
The relationship between
HRP and Strategic Planning
Process of HRP

 There are five steps [Procedures ] needed

in developing HRP
– Step 1: Determine the total Human Resource
Planning Requirement [HRPR]
– Step 2: Determine the Human Resource Inventory
[HRI]
– Step 3: Anticipate Change in HRI
– Step 4: Determine the Net Human Resource
Requirement [DNHRR]
– Step 5: Action Planning
Step 1: Determine the total Human
Resource Planning Requirement
[HRPR]

 HRPR begins with the analysis of the

organization’s Business Plan such as
– Sales Budget
– Human Resource Budget
– Productivity
– Materials Budget
– E.t.c
 HRP for a new organization may be to study
similar organization by using forecasting
techniques
Forecasting Human Resource

 Forecasting is based on the annual budget and long-

term corporate plan. Methods of forecasting HR are
stated below:
A. Judgment and experience: It is subjective method which is
purely the common sense of the manager. It is appropriate for
short period of time.
B. Zero base forecasting: The existing HR information is taken
as a starting and based on that information, you can predict for
the future. The idea here is re-assigning the existing HR and
use efficiently and effectively.
C. Bottom up approach: is a popular method which is based on
the projection of future requirements from the concerned
sections.
D. Delphi Method: method of HR forecasting by a group of
experts
Step 2: HR Audit/Inventory/

 This step deals with knowing the type and

number of people available in the organization.
In other words, it is Human Resource Auditing.
 There are two types of HRI/Audit/
A. Management Audit: deals with the number and type
of people available in the management position
B. Skill Audit: deals with the number and type of people
available in the management position
 Human Resource Audit should be
explained/expressed/ in terms of number.
Step 3: Anticipate Change in HRI

 The present data in the HRI is the photograph

of the human resource available at a singe
point in time. But, in the long run, changes
must be anticipated and carefully planned. This
is called employee mobility such as
A. Turn over
B. Promotion
C. Transfer
D. Demotion, etc.
Turn over

 It refers to movement in to and out of the

organization. Reasons for turn over are
A. Natural Wast: death, illness, sickness, retirement
B. Voluntary TO: poor working condition in the
organization, dissatisfaction with management and
payment, no possibility/opportunity/ growth and
others
C. Involuntary TO: dismissal, forced by the
organization for incapable employee
Turn over

 The degree of movement of Human Resource

[Turn Over] depends on two factors
A. Time: as people stay longer in the organization,
they become permanent.
B. Age: as people become older and older, they stay
in the organization permanently
Step 4: Determine the Net Human
Resource Planning Requirement

 Net Human Resource Requirement is the

different between the total Human Resource

Planning Requirement and the Human
Resource Audit and Anticipated changes in
HRI.
 NHRR= THRPR- HRI- ∆HRI
 The result can be zero [no variation on demand
and supply], positive [surplus of employees] or
negative [shortage of employees].
 Step 5: Action Planning

 This is the step to be taken for adjustment

purpose of the net requirement of Human
Resource Planning. So, based on the result in
step four, Action Plan should be developed for
each conditions. That is
A. Action Planning when Net Human Resource
Planning Requirement is Zero
B. Action Planning under Surplus Condition
C. Action Planning under Shortage Condition
Action Planning

A. Action Planning when Net Human Resource

Planning Requirement is Zero: This is a
situation when number of employees
demanded and number of employees available
in the organization matches. That means there
is no variation between demand and supply of
employee in the organization. So, there is no
action to be taken.
Action Plan

B. Action Planning under Surplus Condition: Occurs

when supply of employees is greater than the demand.
Employees are abundantly available. So, the action is
reduction of employees which is difficult for managers.
Example of this action are:
– Early retirement
– Layoff
– Work sharing
– Dismissal or termination
– Stop overtime or part-time
– Give leaves
Action Plan

C. Action Planning under Shortage Condition:

This occurs when there is scarcity of Human
Resource Requirement. So, the action is to
increase number of employees.
– Training and Promotion of the present employees
– Recalling previously laid off employees
– Sub-contracting some part of works
– Buyback vacations
– Increase over-time and part-time workers
– E.t.c
Recruitment: Definition

 Recruitment is the process of attracting potential

candidates who are capable and interested to fill the
vacant position in an organization.
 Sources of Recruitment. There are two sources:
– Internal: Sources of Recruitment through promotion, upgrading
or transfer. It is Less costly, save time and effort, raise morale of
employees, behavior of employees are known and tested,
needs little or no adjustment, but provides limited choice,
doesn’t help to avoid dissatisfied employees and danger of
inbreeding
 Internal Sources

 Merits of internal sources of recruitment:

– Economical: The cost of recruiting internal candidates is minimal.
No expenses are incurred on advertising.
– Suitable: The organization can pick the right-candidates having the
requisite skills. The candidates can choose a right vacancy where
their talents can be fully utilized.
– Reliable: The organization has knowledge about the suitability of a
candidate for a position. ‘Known devils are better than unknown
angels!’
– Satisfying: A policy of preferring people from within offers regular
promotional avenues for employees. It motivates them to work hard
and earn promotions. They will work with loyalty, commitment and
enthusiasm.
 Internal Source

 Demerits of internal sources of recruitment:

– Limited Choice: The organization is forced to select candidates
from a limited pool. It may have to sacrifice quality and settle down
for less qualified candidates.
– Inbreeding: It discourages entry for talented people, available
outside an organization. Existing employees may fail to behave in
innovative ways and inject necessary dynamism to enterprise
activities.
– Inefficiency: Promotions based on length of service rather than
merit, may prove to be a blessing for inefficient candidates. They
do not work hard and prove their worth.
– Bone of contention: Recruitment from within may lead to
infighting among employees aspiring for limited, higher level
positions in an organization. As years roll by, the race for premium
positions may end up on a bitter note.
 Sources of Recruitment
 External Sources: Sources of Recruitment outside of the
organization such as universities, colleges, employment
agencies, and others. Provides large and better choice,
avoids inbreeding and helps to avoid dissatisfied
employees but it is costly; behavior of employees is
unknown, internal employees may be disappointed and
needs large adjustment.
 In recruiting employees, you should follow and use
realistic approach .i.e provide them with positive aspect of
the organization such as growth, benefit, attraction and
negative aspect such as strict supervision, dealing with
unpleasant customers.
 External Sources
 These sources lie outside the organization. They may come through the
following sources: -
 (a) Advertisement: - Advertising in newspapers, trade journals and
magazines is the most frequently used method. In order to be successful, an
advertisement should be carefully written. If it is not properly written, it may not
draw the right type of applicants or it may attract too many applicants who are
not qualified for the job. Therefore, a well-thought out and planned
advertisement for an appointment reduces the possibility of unqualified people
applying. Organizations often spend large amounts of money and time in
advertisement. A well-designed advertising copy should contain the following
– Attracting Attention
– Developing interest
– Arousing desire and
– Generating action.
 These 4 basic steps is called AIDA formula Appropriate appeals or pulls must
be given special attention to maximize the pulling effect of advertising copy.
 External Sources

 There are three different types or methods of

advertisement followed by organization. They are: -
– Using post box Numbers:- Some organizations do their own
advertising. This advertisement carries only a post box number
instead of the company’s name and address. But this method is
generally not advisable as good candidates who that it is
worthwhile to apply for a job without knowing the prospective
employer.
– Engaging Specialized Agencies:- Some organizations do not do
their own advertising. They make use of specialized agencies,
which advertise positions without divulging the name of their
client.
– Direct Advertisement:- Some organizations do their own
advertising and give their names and address of the
organizations. This direct method is advisable as applicants get an
idea about the particular organization they apply to.
 External Source
 (b) Employment Exchanges: - An employment exchange is an office
set up for bringing together as quickly as possible candidates searching
for employment and employees looking for prospective employees. The
main functions of employment exchange are registration of job seekers
and their placement in notified vacancies.
 Employment exchanges have answered a great need in placing workers
in suitable vacancies. Employment exchanges register unemployed
candidates and maintain the records of their names, qualifications etc.
When the employers intimate the exchange about the vacancies
available in their organizations, the exchange selects the suitable
candidates among the employment seekers who have registered with
them and forwards their names to the employers for consideration.
 There are 2 types of employment exchanges Government Employment
exchanges and private employment agencies.
 External Source
 (c) Campus Recruitment: - Sometimes, recruiters are sent
to educational institutions where they meet the placement
officer or the faculty members who recommend suitable
candidates.
 The advantages of this method are that most of the
applicants are present at one place and the recruitment can
be arranged at a short notice. The recruiters can meet the
faculty members and obtain an idea of the course content.
 The disadvantage of the campus recruitment is that it is
neither feasible nor attractive for felling higher-level position.
The method can be used only for “entry level position”.
 External Source

 (d) Unsolicited applicants: - Unsolicited applicants are another

source. Some candidates send in their applications without any
invitation from the organization. An recruiter can use these unsolicited
applications for appointment as and when vacancies arise. However,
this source is uncertain.
 (e) Labour Contractors: - Many organizations employ labor
contractors to hire workers. This method is usually resorted to when
the work is of a temporary nature.
 (f) Employee referrals: - Friends and relatives of present employees
are also a good source from which employees may be drawn. Some
organization with a record of good personnel relations encourages
their employees to bring suitable candidates for various openings in
the organization.
 External source

 This method of recruitment has the advantage of the new recruit being
familiar with the organization and its culture.
 The disadvantage of this system is that it encourages nepotism and
cliques of relations and friends may be formed in the organization.
 (g) Field Trips: - An interviewing team makes trips to towns and cities
which are known to contain the kinds of employees required. These
traveling recruiters are sent to, educational and professional
institutions, employees’ contracts with public and manual exhibits.
 In this method of recruitment, carefully prepared brochures describing
the organization and the job it offers are distributed to the candidates
before the interviewer arrives. The arrival dates and the time and
venue of interview are giving to the candidates in advances.
 External source

 Merits of external sources of Recruitment: -

– Wide choice: The organization has the freedom to select
candidates from a large pool. Persons with requisite qualifications
could be picked up.
– Injection of fresh blood: People with special skills and knowledge
could be hired to stir up the existing employees and pave the way
for innovative ways of working.
– Motivational force: It helps in motivating internal employees to
work hard and compete with external candidates while seeking
career growth. Such a competitive atmosphere would
– help an employee to work to the best of his abilities.
– Long-term benefits: Talented people could join the ranks, new
ideas could find meaningful expression, a competitive atmosphere
would compel people to give out their best and earn rewards, etc.
 External Source
 Demerits of external sources of Recruitment: -
– Expensive: Hiring costs could go up substantially. Tapping
multifarious sources of recruitment is not an easy task either.
– Time consuming: It takes time to advertise, screen, to test and to
select suitable employees. Where suitable ones are not available,
the process has to be repeated.
– De-motivating: Existing employees who have put in considerable
service may resist the process of filling up vacancies from outside.
The feeling that their services have not been recognized by the
organization, forces them to work with less enthusiasm and
motivation.
– Uncertainty: There is no guarantee that the organization, ultimately,
will be able to hire the services of suitable candidates. It may end up
hiring someone who does not ‘fit’ and who may not be able to adjust
in the new set-up.
Recruitment Sources

 After discussing the different sources of recruitment we

can conclude that there is no hard and fast rule whether
the recruitment must be internally or externally or
exclusive to each other.
 The best management policy regarding recruitment
must be to first look within the organization and if we are
not able to locate the suitable talents, external
recruitment becomes inevitable. To use the words of
Koontz and O’Donnell “the (recruitment) policy should
be to rise talent rather than ‘raid’ for it”.
 Recruitment Policy

 A policy is a standing plan. policies are directives

providing continuous framework for executive
actions on recurrent managerial problems. A
policy assists decision-making but deviations may
be needed, as exceptions and under some extra-
ordinary circumstance.
 Such a policy asserts the objective of the
recruitment and provides a framework of
implementation of the recruitment programmed in
the form of procedures.
Quality of Good Policy

 The essentials of policy formation may be listed as

follows: -
– A policy should be definite, positive and clear.
Everyone in the organization should
understand it.
– A policy should be translatable into practice.
– A policy should be flexible and at the same
time have a high degree of permanency
– A policy should be founded upon facts and
sound judgment.
Recruitment Policy
– A policy should be formulated to care all reasonable
anticipated conditions.
– A policy should conform to economic principles,
statutes and regulations.
– A policy should be general statement of the
established rule.
– Therefore, a well-considered and pre-planned
recruitment policy, based on corporate goals and
needs may avoid hasty decisions and help the
organization to appoint the right type of personnel.
 Recruitment Policy

 According to Yoder, a recruitment “policy may involve a

commitment to broad principles such as filling vacancies
with the best qualified individuals … it may also involve
the organization system to the employed”.
 Therefore, recruitment policy involves a commitment by
the organization to principles such as:
(i) To find/employ the best qualified persons for each job.
(ii) To retain the best talent by offering life-time carriers
{Ii} Facilitating personal growth on the job.
 Recruitment Policy

 A good recruitment policy must satisfy the

following conditions: -
A. Organization’s objectives: - A good recruitment policy
should be in conformity with the organizations
objectives. It must take into consideration the basic
parameter for recruitment decisions.
B. Identification of the recruitment needs: - A Good
recruitment policy should be flexible enough to meet the
changing needs of an organization. The recruiters
should prepare profiles for each category of workers
and accordingly work out the employees’ specification.
Recruitment Policy

C. Ensure long-term employment opportunities for its

employees: A good recruitment policy should so design,
as to ensure carrier growth for its employees on a long-term
basis. I should help in developing the potentialities of
employees.
D. Preferred sources of recruitment: - A good
recruitment policy should match the qualities of employees
with the requirements or the work for which they are
employed. The preferred sourced of recruitment, which
would be tapped by the organization for unskilled or semi-
skilled workers could be internal sources or employment
exchanges whereas for highly specialized managerial
personnel, external sources could be preferred.
Steps in Recruitment Process
 Step-1: Identify the need for recruitment
 Step-2: Describe the job
 Step-3:complete recruitment request form
 Step-4: Agree the grade and salary of the
job
 Step-5: Advertise the job
 Step 1: Identify the need for recruitment

 The recruitment process starts when a vacancy arises.

This may be a new position or due to expansion of the
company or as a result of a staff member leaving the
organization.
 For each vacancy it is important to consider:
– Does the role fits with the organization’s mission and vision?
– Does the role add value to the organization?
– How the role will be funded?
 Organizations should consider the cost of employing
staffs such as salary, benefits, equipments…
 Step 2: Describe the job-the job profile

 The job profile has two components: job description and

job specification.
 Job description: include the main purpose of the job,
scope of the job, and duties and responsibilities of the job
.When you are stating the duties and responsibilities, use
verbs for example advise, arrange, check, inspect, train…
 Job Specification: includes the minimum requirements of
the individual to carry out the job such as skill,
experience, qualification, personality, physical quality and
others.
 Once the job profile is prepared, you have to answer
questions like, is it realistic?, is it clear? is it equal
opportunity for all?
Step 3: Complete the Recruitment
Request Form

 Once the job profile is written, it is

important to have a process where line
managers make an official request for the
position to the HRM Department.
 A suggested temples for recruitment
request form is stated as follows.
Job Title
Location

Needed from Start date End date

Reason needed Replacement New Position
Funding General fund Specific fund
Job Profile Attached?
Advertisement Suggesting appropriate place to
advertise the job
Requested by Name Signature Date
Approved by Name Signature Date
Step 4: Agree the Grade and Salary

 The Grade and Salary of a job depends on the job

profile. In order to set a Grade for a job, the job profile
must be evaluated.
 Evaluation of jobs should be carried out by a member of
the HRM Department and the line manager of the job
being valuated. Between them, they have an overview
of the organization and good understanding of the job.
 Job Evaluation depends on three criteria such as level
of skill, level of responsibility and level of
representation. Lower skill, responsibility and
representation are given fewer points and vice versa.
More points are given to responsibility.
Levels and Responsibility Skill Representation
criteria

Low

Medium

High

Very High
Job Evaluation

 Once score is given to each job,

there should be comparison with
other jobs. Then grade will be assign
as lower, medium high or very high.
 If the grade of the job is identified, it
is easy to set salary.
Step 5: Advertise the job

 Once the job description, Job Specification and

Salary has been finalized, it is time to let people
know about the vacancy.
 There are many ways to advertise vacancies
such as notice board, through internet, using
newspapers.
 It is worth thinking carefully about targeting
places where people with right skills and
personal qualities are likely to see the
advertisement
Con’t

 Information Included in the advertisement:

– Brief Description of the Organization
– Location of the job
– Salary and grade of the job
– Start date
– Closing date
– How to apply
– And other information included in the job description
and job specification.
2.4 Selection

 Selection either internal or external is a deliberate effort

of the organization to select a fixed number of personnel
from a large number of applicants.
 The primary aim of employees’ selection is to choose
those persons who are most likely to perform their jobs
with maximum effectiveness and to remain with the
company. Thus, in selection, an attempt is made to find
a suitable candidate for the job. In doing so naturally
many applicants are rejected.
 Selection is the process of choosing the best candidate
among many applicants by matching personal qualities
with the job requirement.
Steps involved in Selection

 There is no shortcut to an accurate evaluation of a

candidate. A variety of methods are used to select
personnel. The selection pattern, however, is not
common for all organizations. It varies form one to
another, depending on the situation and needs of the
organization. Therefore, there is no standard selection
procedure followed by all organization. However the
steps commonly followed are as under: - Application
blank; Initial interview of the candidate; Employment
tests, Interviews; Checking references; Physical or
medical examination; Offer the job; Inform unsuccessful
candidates and Open personal file
Steps Involved
Step 1. Completion of the application
blank: In an application blank,
information is generally called as the
following items: -
A. Biographic data: - This is concerned with such
variables as age, sex, nationality, height, weight,
marital status and numbers of dependents. There is
very little empirical evidence to suggest that this
information can be helpful in predicting on-the –job
behaviors. However, this information can be used for
future reference in case of need.
Cont’d

B. Education and past experiences: - Educational

qualification, knowledge gained from technical institutions
etc. is needed by the employer. Today, employers look at
the grade point, percentage of marks as prerequisites for a
job. The reason is to eliminate those candidates who do not
reach the required grade, However, the magnitude of
coefficients between the grade points acquired and no the
job performance is so low that too much confidence cannot
be placed in them. Previous experience, the nature of
duties and responsibilities is often asked by the employer.
Although it is often said that the best predictor of future
work is past performance on the job, little has been done to
utilize it systematically for the selection process.
Steps in Selection Process
C. Personal items: - Extra-curricular activities, sports,
hobbies, association members are often required to find out a
candidates suitability for a post.
D. References: - References are letters of recommendation
written by teachers and/or previous employers. Requesting
references is a wide spread practice with substantial doubt as
to its validity. Reference checking requires the same use of
skills as required by the interviewer. Some organizations have
found that by assuring the referee of absolute confidentiality,
reliable and valid references have been obtained.
 Step 2: Preliminary Screening
– Reject the unfit employee by checking the minimum
educational, experience, and capacity
 Steps involved

 Step 3: Testing
– Valid and reliable test will be given to measure the
mental and psychological effort of the individual. The
test could be theoretical test [written examination] or
practical test on the actual job.
– Tests are tools in evaluating the capabilities of an
applicant to a position.
– Different tests are administered to determine the
suitability of candidates for different positions which test
is to be administered depends upon the type of the job,
the skills required, the duties attached to the job etc.
 Different types of Tests

1. Aptitude test: - Aptitude or potential ability tests

are widely used to measure the talent ability of a
candidate to learn new job or skill. Aptitude tests
measure ability and skills. They enable us to find
out whether a candidate, if selected, would be
suitable for a job. Specific aptitude tests have
been designed for jobs that required clerical,
mechanical and manual abilities and skills.
– Aptitude test are tests that measure general ability
to learn or acquire a skill.
 Different types of Tests

2. Interest test: - interest test is used to find out the type of

work in which the candidate has an interest. An interest
test only indicates the interest of a candidate for a
particular job. It does not reveal his/her ability to do it.
These tests aim at finding out the types of work in which
a candidate is interested. They are inventories of the
likes and dislikes of the people in some occupations.
Therefore they are useful in vocational guidance. Interest
tests have been designed to discover a person’s area of
interest and to identify the kind of work that will satisfy
him/her.
Different types of Tests

3. Intelligence test: - This test is used to find out the

candidate’s intelligence. By using this test, the
candidate’s mental alertness, reasoning ability, power
of understanding etc., are judged. Intelligence tests are
tests that measure the overall intellectual activity of a
person and enable us to know whether he/she has the
mental capacity to deal with new problems. The scores
on intelligence tests are usually expressed as
Intelligence Quotient (IQ), which are calculated as
follows: -
 IQ= Mental Age over Actual Age x 100.
Different types of Tests

 Intelligence tests are useful for selection purposes and

determine the futures of an employees word fluency,
memory, inductive reasoning and speed of perception.
 The assumption made in IQ tests is that there are
various forms of intelligence tests for various age
groups. Ones IQ levels well increase or decrease
depending upon which age-level test one pass. The
administration of these IQ tests calls for much
preparation on the part of an organization, and they are
expensive and cumbersome as well. However, it is
conducted on the assumption that intelligence testing
can get bright and alert employees who can learn fast,
can be trained fast.
 Different types of Tests

4. Performance or achievement test: - This test is used to measure the

candidate’s level of knowledge and skill in the particular trade or
occupation in which he/she will be appointed in case he/she is finally
selected. Achievement test measure the skill of knowledge, which is
acquired, as a result of previous experience or training secured by a
candidate. They determine the admission feasibility of a candidate
and measure what he/she is capable of doing. Achievement tests
measure a person’s potential in a given area. one example is the
trade test which involves the performance of a sample operation
requiring specialized skill, and believed to be satisfactorily answered
by those who have some knowledge of the occupation and trade. For
e.g : A candidate for a driver’s post may be asked to drive
the vehicle.
Different types of Tests

 Achievement tests are of two kinds: -

A. Tests for measuring job knowledge: -
These tests are administered to
determine proficiency. Such tests are
useful for stenographers, sales girls etc.
B. Work sample tests: - This test is
administered on the actual job. A typing
test for a typist, test the skill and accuracy
of the candidates.
Different types of tests

5. Personality test: -is used to measure those characteristics of a

candidate, which constitute his/her personality. Personality tests
are very important in the selection process, particularly in the
case of appointment to the posts of supervisors and higher
executives. Personality tests have a wider use in industry because
they provide a well-rounded picture of an applicant’s personality
and because mangers have to realize the importance of emotional
characteristics. They assess a candidates motivation interests,
his/her ability to himself/herself to the stresses of every day life and
his/her capacity for inter-personal relations and self-image.
personality tests are of three types: -
– (i) Objective tests- is tests that measure self-sufficiency and self-
confidence.
Different types of tests

– (ii) Personality tests- is tests, which assess a candidate’s

interpretation for certain standard stimulus situations. This
tests candidates’ values, motives and personality.
– (iii) Situation tests- this test measures a candidate’s
reaction when he/she is placed in a peculiar situation.
 In recent years tests have become an integral part of
the selection process in different types of organizations
in the country. It is more so in a majority of
Government undertakings. Testing is an important
stage of selection process. If tests are properly
conducted, they can reduce the selection cost by
reducing the large groups of applicants to manageable
levels.
Steps involved ...

Step 4: In-depth interview: After putting the candidates to

various types of tests, all those passing out of the tests are finally to be
called for interview. The interview is perhaps the most intricate and
difficult part of selection procedure. Interviews are conducted to test
the capabilities of the candidate to occupy a particular post. It
determines his/her knowledge, experience, and skill. Intelligence,
general perception, mental and psychological reflexes, capacity to
perceive things quickly and capabilities to take quick and immediate
decisions. Interview is probably the most widely used selection tool. It
is a selection technique, which enables the employer to view the total
individual and directly appraise him/her and his/her behaviors.
– involves face to face questioning of the applicant to find out his/her
personal and professional excellence
– It measures the confidence, theoretical and practical knowledge of
the applicant
Steps in Selection Process…

 According to Scott- “An interview is a purposeful

exchange of ideas, the answering of questions and
communication between two or more persons.”
 The different types of interviews for selection are given below: -
– Preliminary interview
– Extensive interview
– Stress interview
– Discussion interview
– Structured interview
– Non structured interview
– Group interview
– Final interview
 The interview process
 Each of the above mentioned type of interviews is
conducted with a distinct purpose. All interviews are
conducted to measure the capabilities of the candidates to
occupy positions of importance. Not all types of interview is
to be conducted depends upon the type of the job
 Since the interview is one of the most commonly used
personal contact methods, it has to be conducted with great
care. Generally the following steps are followed in an
interview process. They are
– Reviewing background information.
– Preparing a question plan.
– Creating a helpful sitting
– Conducting the interview.
 Step 5: Collect References
 References play a very important part in the recruitment
process. Information from past employers is often the best
way to understand how a new staff member will fit into the
role and the organization.
 References are normally collected after the interview for the
most successful candidates.
 References can be collected in written form or by
telephone. Telephone references may give a more
realistic picture of what the candidate is like since
references do not have time to think about diplomatic
responses to the questions.
 Questions asked to referee could be questions related to
specific to the job, character and his/her recommendation
of the applicant to the job.
Step 6: Physical/Medical Examination

Checking the physical and mental fitness of the applicant to the job.
Some jobs has already specified particular diseases which are
communicable and epidemic once. Medical examination is a part of
the selection process for all suitable candidates in many
organizations.
A. To check the physical fitness.
B. To protect the company against the unwarranted claims for compensation.
C. To prevent communicable disease.
D. To prevent injury or damage to the health of employees by placing them in
proper job situation.
E. To discover existing liabilities at the time of hiring so that the company’s
subsequent liabilities can be assessed in case of workmen’s claim for
compensation for an injury.
F. To place persons on jobs which they can handle without damage to their
health.
Step 7: Offer the Job

 Where possible, the line manager should telephone the

successful candidates to offer the job. The decision of
the successful candidate whether to accept the job
should not be expected immediately. Next, medical test,
checking the physical fitness to the job, will be made.
 Jack Park [Paperwork] will be prepared. It includes
Acceptance letter, Contract of employment, medical
test, personal information sheet, employment offer letter,
and staff handbook.
Step 8: Inform Unsuccessful
Candidates

 Candidates who were unsuccessful must be told

as soon as the successful candidate has
accepted the job. It is not necessary to state
why they where unsuccessful but be prepared
to provide constructive feedback if requested.
 Tests, and interview notes completed by
unsuccessful candidates should be kept for as
long as local law requires. This file may be
useful for future references.
Step 9: Open a personal file

 A personal file should be set up for each new

staff member. This file is confidential and only
the HRM Department and the line manager
should have access on it. It should therefore be
stored in a locked cabinet.
 The personal file should contain all information
relevant to the staff member. It is important that
it is kept up-to date.
 The amount of information held will depend
upon the person’s role.
 Con’t

 Each personal file should contain:

 Personal Detail such as Marital Status, number of
children, Age, Sex, Date and country of birth, home
address, telephone, e-mail address, photograph,
emergency contact, identity card/passport…
 Recruitment Information such as results of police
checks, medical results, test scores, curriculum vitae,
and others
 Employment Information such as employment history,
appraisal and development results, disciplinary records,
sickness and absence records, salary records, annual
leave, committee works, others
 2.5 Induction

 After the candidate is finally selected the

management will have to sell the job to him/her.
When a new member of staff joins an organization, it is
important that they are given good support in gaining an
understanding of their role and the organization.
 Induction is the process of socializing/familiarizing the
new employee/new comer/ with the organization ,with other
employees and with his/her job.
 Induction is designed to provide the new staff with
information in order to function comfortably and
efficiently in the organization
Areas/Contents of Induction

 Organizational Issue
– History of company
– Names and titles of key executives.
– Employees’ title and department.
– Layout of physical facilities
– Probationary period
– Products/services offered
– Overview of production process
– Company policy and rules
– Disciplinary procedures
– Safety steps
– Employees’ handbook
Areas/Contents of Induction

 Employee Benefits
– Pay scales, pay days
– Vacations, holidays
– Rest pauses
– Training Avenues
– Counseling
– Insurance,
– medical,
– recreation,
– retirement benefit
Areas/Contents of Induction

 Introduction
– To supervisors
– To co-workers
– To trainers
– To employee counselor
 Job Duties
– Job location
– Job tasks
– Job safety needs
– Overview of jobs
– Job objectives
– Relationship with other jobs
Types of Induction Program

1. General induction programme: - Once an offer of

employment has been extended and accepted, the final
stage in procurement function is concluded. The
individual has then to be oriental towards the job and
the organization. This is formally done through a
process known as induction or orientation. Induction is a
welcoming process- the ideas is to welcome the
candidate, make him/her feel at home in the changed
surroundings and to introduce him/her to the practices,
policies and purposes of the organization. The
necessity of an indication programme is that when a
person joins an organization, he/she is a fitter stranger
and is bound to feel shy, insecure and nervous.
Induction leads to reduction of such anxieties.
 Types of Induction Program

2. Specific orientation programme: - At this stage, the

foreman conducts induction. Indication is specific and requires skill
on the part of the foreman. A new employee must be provided
operational knowledge that is specific to the position and location.
The immediate superior (foreman) is responsible for training induction
Every new employee should know
i. The people who work with you.
ii. The work you are responsible for.
iii. The result you accomplish.
iv. The result status of the work.
v. Your relationships in the organization
vi. Reports and records you must understand and maintain.
vii. Operating policies, procedures and rules and
viii. Service group available to help you.
 The purpose of specific induction is to enable an employee to adjust
himself/herself to his/her work environment.
Types of Induction Program

3. Follow-up induction programme: - The purpose of

follow up induction programme is to find out whether
the employee is reasonably satisfied with the job. It is
usually conducted by the foreman or by specialist from
the Human Resource Department. Through guidance
and counseling, efforts are made to remove the
difficulties experienced by the new comer. Usually,
follow up induction takes place after about one or two
months from the time of appointment to the follow-up
induction programme.
Induction Serves the Following Purposes

1. Removes fears: A newcomer steps into an

organization as a stranger. He/she is new to the
people, workplace and work environment. He/she is
not very sure about what he/she is supposed to do.
Induction helps a new employee overcome such fears
and perform better on the job. It assists him/her in
knowing more about:
A. The job, its content, policies, rules and regulations.
B. The people with whom he/she is supposed to
interact. .
C. The terms and conditions of employment.
Induction Serves the Following Purposes
2. Creates a good impression: Another purpose of induction
is to make the newcomer feel at home and develop a sense
of pride in the organization. Induction helps him/her to:
– Adjust and adapt to new demands of the job.
– Get along with people.
– Get off to a good start.
 Through induction, a new recruit is able to see more clearly
as to what he/she is supposed to do, how good the
colleagues are, how important is the job, etc. He/she can
pose questions and seek clarifications on issues relating to
his job. Induction is a positive step, in the sense; it leaves a
good impression about the company and the people working
there in the minds of new recruits. They begin to take pride
in their work and are more committed to their jobs.
Induction Serves the Following Purposes

3. Act as a valuable source of information:

Induction serves as a valuable source of
information to new recruits. It classifies many
things through employee manuals/handbook.
Informal discussions with colleagues may also
clear the fog surrounding certain issues. The
basic purpose of induction is to communicate
specific job requirements to the employee, put
him/her at ease and make him/her feel confident
about his/her abilities.
2.6 Placement

 It is the process of assigning a worker to a

particular job based on qualification,
experience, qualities, and other factors.
 It is fitting a person to the right job.
 Cont’d…

 More than anything else, placement of human resources

should be seen as a matching process. Gaps between an
individual’s skills and the job requirements are common
factors that lead to rejection of an applicant.
 How well an employee is matched to a job affects the
amount and quality of the employee’s work. This
matching also directly affects training and operating
costs.
 Workers who are unable to produce the expected amount
and quality of work can cost an organization a great deal
of money and time.
Cont’d…

 Good selection and placement decisions are an

important part of successful HR management.
Some would argue that these decisions are the most
important part.
 Productivity improvement for an employer may come
from changes in incentive pay plans, improved training,
or better job design; but unless the employer has the
necessary people with the appropriate Knowledge,
Skill and Attitudes in place, those changes may not
have much impact. The very best training will not
enable someone with little aptitude for a certain job to
do that job well and enjoy it
Cont’d…

 Avoid wrong placement. It brings inefficiency

and ineffectiveness in an organization. Proper
placement brings
– Better motivation
– Reduce cost of absenteeism and turnover
– Increase employee satisfaction
– Better utilization of resources
Assignment

 What are the new trends in the workplace?

 Do all the jobs in your organization fit with its vision and
mission?
 Explain how you would conduct a job analysis in a
company that had never had job descriptions.
 Do you think the recruitment and selection process is
fair and transparent/ take one company?
 How are new member of staff introduced in your
organization? is it adequate? How this can be
improved?
 What is the practice of your organization in placement