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HR HR
HR Planning
Recruitment Selection
Introduction
INTRODUCTION
Introduction
❑ Human Resource Management (HRM, or simply HR) is the term commonly used to describe all those
organizational activities concerned with HR planning, recruitment, selection, training & development,
performance appraisal, compensation & benefits, safety & health, employee & labor relation, and legal
consideration.
❑ It refers to the organizational function that manages all issues related to the people in an organization.
Job Analysis
JOB ANALYSIS
A Basic Human Resource Tool
Job : Consists of a group of task that must be performed for an organization to achieve its goals.
Position: The collection of tasks and responsibilities performed by one person; there is a position for every
individual in an organization.
Job Description (JD) : Document that provides information regarding the essential tasks, duties and
responsibilities of a job.
Job Specification (JS) : Document that outlines the minimum acceptable qualifications a person should
possess to perform a particular job.
❑ Job analysis provides information of organizations which helps to determine which employees are best fit
for specific jobs.
❑ HR managers use the information to develop JD and JS that are the basis for employee recruitment,
selection, training and development, performance appraisal, compensation, safety and health, employee
and labor relation, and legal consideration.
❑ The ultimate purpose of JA is to improve organizational performance and to increase the productivity.
Job Analysis
JOB ANALYSIS
Reasons for Conducting Job Analysis
Job Analysis
JOB ANALYSIS
Relationship of Job Requirements and
Other HRM Functions
Staffing (Recruitment & Selection)
➢ Job analysis provides information about what the job is all about and what human characteristics are
required to perform these activities. This information, in the form of JD and JS, helps management decide
what kind of people to recruit.
Performance Appraisal
➢ Provides performance criteria for evaluating employees. A performance appraisal compares employee’s
actual performance with their performance standards. Managers use job analysis to determine the job’s
specific activities and performance standards.
Job Analysis
JOB ANALYSIS
Relationship of Job Requirements and
Other HRM Functions
Compensation
➢ Provide basis for determining employees’ rate of pay. Job analysis information is useful for estimating the
value of each job and its appropriate compensation. Compensation (such as salary and bonus) usually
depends on the job’s required skill and education level, safety hazards, degree of responsibility.
Employers can also group jobs inti classes (say Officer I and II).
2. Determine information to collect: Task, duties, responsibilities, knowledge, skills, availabilities, etc..
5. Evaluate and verify data collection : Other HR Specialist, employees, supervisors / managers.
Job analysis provides information of organizations which helps to determine which employees are best fit for
specific jobs.
Job Analysis
JOB ANALYSIS
Determination of Information To Collect
❑ Work activities (such as cleaning, selling, teaching or painting). The information also include how, why and
when the worker performs each activity.
❑ Materials, tools and equipment (information about tools used, materials processed, knowledge needed).
❑ Job context (physical working conditions, work schedule, and the organizational and social context- for
instance, the number of people with whom the employee would normally interact).
❑ Human requirements (knowledge or skills such as education, training, and work experience and personal
attributes such as physical characteristics, personality and interests).
Job Analysis
JOB ANALYSIS
Identifying Sources of Data
Who Collects the Job Information?
Involves the joint effort by an HR specialist, the employees and the employees’ supervisor.
HR Specialist (perhaps an HR Manager, Job Analyst or Consultant) may observe and analyze the job and then
develop a JD and JS.
The supervisor and employee may fill out questionnaires listing the employees' activities. They may then
review and verify the job analyst’s conclusion regarding the job’s activities and duties.
Job Analysis
JOB ANALYSIS
Method of Data Collection
Qualitative Methods:
• Interviews
• Observation
• HRIS
Quantitative Methods:
• Position Analysis Questionnaire (PAQ)
• Functional Job Analysis (FJA)
Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 1: Interview Typical Interview Questions
❑ Three types of interviews are used to collect • What is the job that you are doing?
job analysis data: • What are the major duties of your positions? What
1. Individual interviews with each employee exactly do you do?
2. Group interviews with group of employees • What physical locations do you work in?
who have the same job • What are the education, experience, and skill
3. Supervisor interviews with one or more requirements?
supervisors who know the job • In what activities do you participate?
• What are the job’s responsibilities and duties?
• What are the basic performance standards of your
work?
• What are your responsibilities? What are the
working conditions involved?
Cons
• The distortion of information caused by misunderstanding or falsification.
• Job analysis is often a prelude to changing a job’s pay rate. Employees may see the interview as an
efficiency evaluation that may affect their pay.
• Employees may exaggerate certain responsibilities while minimizing others.
Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 2: Observation
❑ Useful when job consists mainly of observable physical activities such
as assembly-line workers and accounting clerk.
❑ Is not appropriate when the job involves a lot of mental activity such as
lawyer and engineer.
❑ HR managers often use direct observation and interviewing together.
One approach is to observe the worker on the job during a complete
work cycle.
For example, the cycle for accounts clerk may be one month as
the tasks include closing accounts at the end of each month.
❑ These are all example of observation activities to collect the data.
Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 3: Human Resource Information System (HRIS)
❑ Consists of information on employee’s personal details.
❑ Virtually all HR management functions can be enhanced through the
use of an HRIS – any organized approach for obtaining relevant and
time information on which to base HR decisions.
❑ HRIS is a software or online solution that is used for data entry, data
tracking and the data information requirements of an organization’s
HR management not only in implementing its job analysis, but can be a
basis for determining other HR functions such as performance
evaluation, compensation, training & development, and so forth.
❑ A HRIS is usually record the employees information in a database
electronically.
Job Analysis
JOB ANALYSIS
Quantitative Methods
❑ Human Resource Officer have to decide how structured the
questionnaire should be and what questions to include.
Cons
• Developing the questionnaire and testing it can be expensive and
time consuming.
Job Analysis
JOB ANALYSIS
Quantitative Methods
Method 1: Position Analysis Questionnaire (PAQ)
❑ Is a very structured job analysis questionnaire.
❑ Contains 194 item, each of which represents a basic element that may or may
not play an important role in the job.
❑ It measures job characteristics and relate them to human characteristics.
❑ It was developed at Purdue University by McCormick et al in 1972.
❑ It was classified into 6 divisions as under:
1. Information Input (JD, JS)
2. Mental Processes (processing information)
3. Work Output (expected performance)
4. Relationship with other persons (communication and social responsibilities)
5. Job context (marketing, accounting, etc.)
6. Job related variables (operating vehicle or equipment)
https://youtu.be/SMRxZf0Mrmg
Job Description
JOB DESCRIPTION
Key Elements of a Job Descriptions
Typical information include:
❑ TASK is a prescribed action or set of actions leading to a conclusion. Examples would include taking out
the trash or watering the lawn.
❑ DUTY is a task that is usually need to be done by someone as part of job, and to ensure the expected
task can be completed. Father to son: “One of your duties is the task of taking out the trash every day.”
❑ RESPONSIBILITY is the moral accountability that goes with proper performance of one’s duties; or to
taking ownership of a task to fulfill a requirement at whole. In the case of the taking out trash, the
responsibility to ensure that the house is clean.
In the case of the student, this is an example: The teacher says, “Your homework task is to read a
chapter a night. You’d better take this duty seriously, because you’re responsible for knowing the
next ten chapters before my next test.
In the case of one sales officer, this could be the example: The manager says, “Your task is to
get at least few number of customers who agree and submit their loan to our bank. You are
advised to take this duty seriously, because you’re responsible to fulfill the KPI to gain at least 25%
of the total sales of our product this month.
Job Description
JOB DESCRIPTION
Key Elements of a Job Descriptions
Typical headings include:
❑ Job Title: Include the location, grading, division/department
❑ Job Identification: Relationships between the job-holder and others. Distinguishes job from all other job.
❑ Brief statement on the purpose of the job.
❑ Job Duties of Essential Functions: Indicate responsibilities entails and result to be accomplished.
❑ Education & Work Experience/Psychical Requirement:
❑ Terms and conditions of employment to be given to the job-holder.
Job Description
JOB DESCRIPTION
Job Title, Job Identification, Job Duties
Job Title Job Duties of Essential Functions
• Provides status to the employee Statements of job duties that:
• Indicates the duties that the job entails • Highlight the responsibilities that duties entails
• Indicate the relative level occupied by its holder in and results to be accomplished
the organizational hierarchy • Indicate the tools and equipment used by the
employee in performing the job
Job Identification • Should comply with law by listing only essential
functions of the job to be performed
• Departmental location of the job
Important Notes: Wring a Clear and Specific JD
• Person to whom the jobholder reports
• Are simply worded; eliminate unnecessary words
• Basic pay
or phrases.
• Number of employees perform the job
• State the specific performance requirements of
• Number of employees in the department where a job.
the job is located
Job Description
JOB DESCRIPTION
Sample of Job Description
Job Specification
JOB SPECIFICATION
Key Elements of a Job Specification
Typical information include:
❑ Knowledge
Experiences or personal qualifications an individual must possess in order to perform the
duties and responsibilities.
❑ Skills
The skills required to perform the job: Education or experience, specialized training,
personal traits, interpersonal skills, or specific behavioral attributes.
❑ Abilities
The physical demands of the job: Walking, standing, talking, reaching, lifting, and the
condition and hazards of the physical work environment.
Job Specification
JOB SPECIFICATION
Problems with Job Specification
❑ If poorly written, they provide little guidance to the
jobholder.
❑ They are not always updated as job duties and
specifications change.
❑ They may violate the law by containing the
specifications not related to the job success.
❑ They can limit the scope of activities of the
jobholder, reducing organizational flexibility.
Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Design:
❑ The enhancement of job analysis to improve the job in order to strengthen organization
efficiency and employee job satisfaction.
❑ Once job analysis is completed, it is followed by job design which involves continuous efforts
in organizing activities related to job description and job specification into work unit, to
achieve the objectives.
❑ Two of these approaches which are most commonly applied are job enlargement and job
enrichment.
Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enlargement:
❑ Job enlargement means to increase the
tasks of an employee performed by him in
a single job.
❑ It is an attempt of management to
decrease the monotony of the repetitive
task.
❑ Under this technique, few tasks are added
to the existing job which is similar in
nature.
Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enlargement:
❑ In this way, variety in the job is added, and it will become more interesting for the job holders. There are
some advantages of job enlargement which are indicated below:
➢ It increases the degree of satisfaction in workers because when the job is enlarged, one employee is
assigned the whole or the maximum part of the project. In this way, their contribution to that
particular project is appreciated.
➢ In job enlargement, both the physical and mental abilities of a worker are utilized. However, the jobs
should be enlarged to a limited extent, i.e. up to the capacity of the employee. It should not create
pressure and frustration in an employee.
➢ It increases the task variety that reduces boredom in performing the job.
❑ With the introduction of a new task in the same job, workers may require additional training to perform
the task.
❑ It may also happen that the worker productivity will fall after the implementation of new system.
❑ Further, the employee may demand increment in their pay for the increase in their workload.
Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enrichment:
❑ Job Enrichment is a job design strategy, applied to
motivate the employees by delegating them extra
responsibilities to make it more rewarding.
❑ In short, we can say that job enrichment means to
upgrade the quality of a job and to make it more
exciting, challenging and creative.
Job Design
JOB DESIGN
Job Design, Job Enlargement, Job Enrichment
Job Enrichment:
❑ The job holder is given responsibilities and power to plan, control and make
important decisions.
❑ The requirement of supervision will now be less or it can also be said that the
worker himself will perform the tasks of a supervisor.
❑ The concept of job enrichment was first proposed by an American psychologist
Fredrick Herzberg in 1968.
❑ Job enrichment helps to improve the efficiency of the worker along with raising
their level of satisfaction.
❑ There are more responsibilities, diversity of tasks, autonomy and growth
possibilities in an enriched job as compared to a normal job.
❑ The salient features of job enrichment are discussed with the help of the next
figure:
HR Planning
HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) Definition
❑ Planning is the most important and primary function of management.
❑ It is a process of selecting the organizational objectives and taking actions to achieve those objective – HRP
must be realistic and workable.
❑ HRP is the process whereby organizations determine the staffing support they will need to meet business
needs and customer demands.
❑ HRP is the systematic process of matching the internal and external supply of people with job openings
anticipated in the organization over a specified period of time.
❑ HRP ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses.
❑ HRP is an important investment for any business as it allows companies to remain both productive and
profitable.
https://www.investopedia.com/terms/h/human-resource-
planning.asp#:~:text=Key%20Takeaways%201%20Human%20resource%20planning%20%28HRP%29%20is,labor
%20supply%20and%20demand%2C%20and%20developing%20plans%20
HR Planning
HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) Process
HR Planning
HUMAN RESOURCE PLANNING
Forecasting HR Requirement & Availability
❑ HRP is the process of systematically reviewing the future HR requirements to ensure that the required
and right number of employees, with the required KSA is available when they are needed.
❑ Forecasting HR requirements involves determining the number and type of employee needed by KSA
level and location. A requirements forecast is an estimate of the numbers and kinds of employees the
organization will need at future dates in order to realize its goals.
❑ Forecast HR availability needs the HR manager to look on both internal sources (presently employed
employees) and external sources (the labor market). It involves with determining whether the organization
will be able to secure employees with the necessary KSA and from what
sources these individuals may be obtained.
HR Planning
HUMAN RESOURCE PLANNING
Internal and External Forecasting
Internal Forecasting for HR Planning
▪ Can the work be reorganized?
▪ Can the work be carried out by existing employees?
▪ Can the work be automated?
▪ Can the work be carried out by existing employees working overtime?
Shortage
❑ Creative recruiting – be creative to recruit employee
❑ Compensation incentives – premium pay is one method
❑ Training programs – prepare previously unemployable people for positions
❑ Different selection standards – alter (lowering) current criteria standard
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Human Resource Recruitment Definition
❑ Recruitment is the process of identifying suitable or prospective employee to apply for job
vacancies.
❑ Recruitment refers to the overall process of identifying, attracting, screening, shortlisting, and
interviewing, suitable candidates for jobs within an organization.
https://youtu.be/SYwUfCCMHvk https://youtu.be/sed_nZnKUdw
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Potential Cost of A Bad Recruitment Decision
❑ Cost of mistakes, accidents and loss of customers caused by employees who cannot
cope with the job.
❑ Cost of lowered morale amongst the employee’s supervisor and his or her co-workers
who have to rework his mistakes or take over his tasks.
❑ Cost of defending a claim of dismissal without just cause or excuse, once the employee
has been dismissed.
❑ Cost of recruiting a replacement.
❑ Cost of training a replacement.
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Factors Affecting Recruitment Decision
❑ The location of the organization.
❑ The public image of the organization.
❑ The physical working conditions in the organization.
❑ The relationships between people in the organization or the psycho-social environment.
❑ The remuneration package being offered to new recruits.
❑ The internal policies of the organization, including fair disciplinary practices and whether
training opportunities are made available to employees.
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Internal Recruitment
Sources of Internal Applicants: