Module II

SYLLABUS
• Job analysis: Methods for collecting Job Analysis Information, Writing
Job Description &
• Job Specification. Human Resource Planning and Recruiting: The
Recruitment and Selection process- Planning and Forecasting, Internal
and External sources of candidates,
• Managing HR in challenging times
• Employee Testing and Selection: Basic testing concepts, Types of
Tests. Interview:
• Process and Types, Guidelines for Interviews
• Additional topics relevant for the study : Job design
 JOB DESIGN

TRAINING
,PM
JOB
& ANALYSIS
COMPENSATI
ON

TALENT
MANAGEMENT

HRP
JOB
&
DESCRIPTIO
RECRUITEM N
ENT

JOB
SPECIFICATI
ON

RELATIONSHIP OF SYLLABUS
CONTENT
Meaning of Job, Job design & Job analysis
Job : World Development Report(2013) “are labour activities that generate income monetary or in kind,
without violating fundamental rights and principles at work”.
Job is the collection or aggregation of tasks, duties & responsibilities which as a whole is regarded as
the regular assignment to individual employees.
Task : Activity with a specified beginning & end.
Duty : Involves related sequence of task.
Responsibility: Is an obligation of an individual to carry out assigned job/duty to the best of his ability.
Job design : The concept which was pin pointed by behavioural scientist. “Job design integrates the
work content( tasks ,function ,relationships) , the rewards( extrinsic & intrinsic) and the qualifications
required (skills, knowledge, abilities) for each job in a way that meets the needs of employees and the
organization”.
• Talent Management starts with Job Analysis. JA helps for writing Job Description (list of what the job

entails)& Job Specification (what kind of people to hire for the job).

• Talent Management : The goal oriented & integrated process of planning ,recruiting , developing,

managing and compensating employees.

• Talent Management starts with understanding what job need to be filled, the human traits and

competencies needed to do those jobs effectively.

• Job Analysis is the process of determining the duties need to perform for a job effectively and

characteristics of the people to hire for the job. JA provides information for writing Job Description.

• Information collected via Job Analysis are

1. Work Activities 3. Machines .tools , equipments, and work aids.

2. Human Behaviours 3. Performance standard 7. Job context 8. Human requirement.

• Job Analysis refers to the process of collecting information about a job. It involves collection of
information that should include knowledge, skill, ability(KSA) .

• KSA refers to :

(1) Knowledge is the extend to which job holder is familiar with his or her job.

(2) Skill refers to the capability to operate a machine or system.

(3) Ability refers to the physical and mental capacities needed to perform tasks not requiring the use of
tools, equipment or machinery.

• Job analysis is the procedure for determining the duties & skill requirements of the job and the kind
of person who should be hired for that.

• Job Description : The list of job’s- duties , responsibilities , reporting relationships, working
conditions & supervisory responsibilities.

• Job Specifications : The list of job’s “ human requirements”, that is the requisite education, skills
,personality & son on.
 JOB ANALYSIS
PROCEDURE FOR
DETERMINING THE
DUTIES & SKILL
REQUIREMENT OF A
JOB & PERSON WHO
SHOULD BE HIRED
FOR IT
JOB DESCRIPTION(JD) JOB SPECIFICATION(JS)
LIST OF JOB’S- LIST OF JOB’S-HUMAN
DUTES,RESPONSIBILITIES,REPO REQUIREMENT:
RTING EDUCATION,SKILLS,PERSONALI
RELATIONSHIPS,WORKING TY & SO ON.
CONDITION ETC.

TWO PRODUCTS OF JOB ANALYSIS

IS JD & JS
 USE OF
JOB ANALYSIS
INFORMATION

JD
JD &
& JS
JS

RECRUITING & PERFOMANCE WORK

TRAINING & PERFOMANCE JOB EVALUATION
SLECTION MANAGEMENT & SCHEDULING &
DEVELOPMENT APPRAISAL & COMPENSATION
DEDISION DISCIPLINE CAREER PLANNING

Purpose of JA
Frederick Herzberg
• American psychologist
• He is most famous for
introducing Job enrichment
& Motivator Hygiene theory
Forms of Interview
Questionnaire Method
• Critical Incidents – In this method, job holders are asked to describe incidents concerning the
job on the basis of their past experience.
• Job performance – Job analyst actually performs the job under study to obtain a first hand
experience of the job.

Quantitative Job Analysis Methods

Includes
FJA, PAQ & DOL
• Position Analysis questionnaire (PAQ): A questionnaire used to collect
quantifiable data concerning the duties and responsibilities of various jobs.
The position analysis questionnaire (PAQ) is a structured job analysis
questionnaire.
• US Department of Labor (DOL) :The DOL method uses set of standard basic
activities called Worker Functions to describe what a worker can do with
respect to data, people, and things. With respect to data, for instance, the
basic functions include synthesizing, coordinating, and copying. With respect
to people they include mentoring, negotiating and supervising. With respect
to things, the basic functions include manipulating and handling.
• Functional job analysis : Another technique, functional job analysis is similar
to the DOL method, but rates the job not on data, people and things but
also on the extent to which ,for performing the task requires specific
instructions, reasoning , judgment mathematical ability and verbal and
language facilities.
 Job Specification Analysis Techniques

• Based on judgment : Depends upon the guess of educated people like supervisors
and HR managers based on their experience.
• Based on Statistical tools : More defensible approach. It determines statistically
the relationship between (1) Human Traits (Predictor) & (2) Human performance
(indicator).

Job Requirement Matrix

A more complete description of what the worker does ,how and why he or she does it, it clarifies
each task purpose & each task duties, required knowledge, skills, abilities, and features.
RECRUITMENT
• According to Edwin B Flippo
“Recruitment is the process
of searching the candidates
for employment &
stimulating the to apply for
the job in the organization”.
 Recruitment Process

Rec Deci Co Ap Eva

ruit ding nta lua
the
plic
me cti tio
Sour ati
nt ce of ng n&
on
Pla Recr sou Co
Number of

nni
Contact uitm
• Internal
•

•
Objective Factor

rce
Theory
Subjective Factor
Po ntr
Type of Contact • External

ng
ent •
Theory
Critical Contact
s
Theory
ol ol
Method of Contacting Sources

• After finalizing the source ,the process of contacting these sources starts.
• Before making the contact recruiter, should understand how the decisions are made by the
recruit.
• There are three alternative theories which explain how recruit arrive at a decision.
• Objective Factor theory : On the basis of offers such as financial compensation & benefit,
opportunities for development, nature of work, location etc.
• Subjective Factor Theory : On the basis of the personality patterns of the candidate and
image of the organization. Choice is made on personal and emotional basis.
• Critical Contact Theory : Candidate is unable to make a meaningful differentiation of
objective or subjective factors because of his limited contact with the organization. Choice
can be made only when the candidate can readily perceive the factor such as behavior of
recruiter, nature of physical facilities etc.
• Two method of providing information which help candidate to take decision.
(1) Realistic Job Preview(RJP) : Provide complete job information both positive and
negative.
(2) Job compatibility questionnaire(JCQ): Has been developed to check the
compatibility or match between job characteristics and applicants preferences for the
job. JCQ contains information in the form of question.
(3) Advertisements : Most common method of sharing information & contacting the
prospective candidates for various positions . Advertisements can be put in newspapers,
professional journal, magazines, television, radio and internet. The media of
advertisement depends upon the target audience.
 Selection Test
• Selection Test also called as “Psychological Test”
measure the psychological characteristics of a
person which cannot be disclosed by the
employment application forms.
Tests are used in business mainly for three
purposes
• (i) the selection and placement of new employees; (ii) appraising
employees for promotional potential and (iii) counseling employees.
Tests are also sometimes used in selecting employees for training
purposes and in evaluating candidates for transfer.
• Tests that are used for selection are of various kinds. These are
intelligence tests, personality tests, interest tests, special aptitude
tests, achievement tests, performance tests and paper and pencil
tests.
 Psychological Test
• A “Psychological Test” is an objective and
standardized measure of a sample of behavior from
which inferences are drawn as to future behavior or
performance.
• It is used to measure the abilities, aptitudes, interest,
intelligence and personality of an individual in
quantitative terms.
 Selection Test
• Two aspects of psychological test are : Objective and standardized.
• Objective : Refers to validity and reliability of the measuring instrument.
• Validity : Checks the relevant quality of the test.
• Test Validity : Does this test measure what its supposed to measure.
• Criterion Validity : Type of validity showing that score on the test are related to job performance.
• Content Validity : Content valid is the one that contains a fair sample of task and skill actually needed
for the job.
• Construct Validity : Test is construct valid if the test demonstrate that the selection procedure
measure a construct(morale or honesty) and that construct is important for successful job performance.
• Reliability : Refers to the consistency with which a test yields the same result throughout a series of
measurement.
• Standardization : Uniformity of procedure, testing condition and other facility.
• Reliability measure a persons personality traits which do not change with time and not in
knowledge & skill which change with time.

Types of Reliability checking

1. Test-Retest method
A test is administered to an individual at two different time period. If the score
obtained into points of time are similar then the test is reliable.
2. Alternative Form Method
Two similar forms of a test are administered. If the scores are similar then test is
reliable.
3. Split Halves Method
The test is divided into two similar and equal parts. If the score of both parts are
similar, then the test is reliable.
 Types of Psychological Test

•
•
 Types of Test

Test can be used for a number of purpose :

(1) For selection and placement new employees
(2) For appraisal of existing employees for promotion
(3) For counselling employees on different issues.
Therefore test can be of different forms.
Ability Test
Checks the ability or capability to do the work. Includes different abilities
(4) Mechanical ability : Ability to visualize how parts fit together or mechanical relationship.
(5) Motor coordination ability : Ability to move the body effectively to perform physical task.
(6) Intellectual Ability(IQ) : General intelligence or reasoning, verbal & numerical ability.
(7) Creative Ability : Innovative & artistic ability ,aesthetic judgement.
Achievement Test
• Also called as Performance test or Trade test
• Achievement relates to accomplishment.
• When candidates claim that he know these, the achievements test is conducted to
measure candidates know how on it. Eg: Typing test.

Intelligence Test
• Tries to test the level of intelligence
• Includes verbal comprehension, word fluency, memory, inductive reasoning, speed of
perception etc . IQ = (Mental Age/Actual Age)*100.
• Idea behind the intelligence test is to hire a person who is more intelligent, which ensure the
training and learning process more easier.
Additional : Types of Test
Interest Test
Polygraph • A polygraph, popularly referred to
Test as a lie detector test, is a device or
procedure that measures and
records several physiological
indicators such as blood pressure,
pulse, respiration & skin
conductivity while a person is
asked and answers a series of
questions.
Graphology or Handwriting Testing
• Graphology (or grapho-analysis,) is the analysis of the physical
characteristics and patterns of handwriting claiming to be able to
identify the writer, indicating the psychological state at the time of
writing, or evaluating personality characteristics.
 Steps or Process of a Test Program
• If an organization uses test as an instrument for selection process, it must develop a test
program. It includes choice of different test.
1. Defining job performance criteria & prediction
• To match between job & job holder the job holder should possess certain traits or
qualities so that the job is performed effectively.
• Performance predictors = Traits/Qualities, Performance Criteria = Degree of
performance.
• Instruments provide information : JD & JS.
2. Choosing test for measuring traits
• The test should be valid & reliable and likely to measure the traits.
• Apart from the validity & reliability the choice of test should be easy to administer,
reasonable cost, easy to evaluate the result.
3.Administering the test
When test are chosen ,it is administered to test candidates traits.
4. Analysing the result of the test
The result of the test will be analysed in this stage.
Thomas Profile Hiring Techniques
 Selection interview
• It is the next process to conduct of tests. Even though written tests and psychological tests
are conducted, still one-to-one communication between individuals always remains the
crucial part in selection of a candidate.

Objectives/Roles of Interview
• Critical Analysis of the Personality of Candidates:
• Accurate Final Selection
• Providing Details about the Company to the Candidate
• Use of Experience and Knowledge of Expert Interviewers
 Type of Interviews
(1) On the basis of Contact
• One to one interview
• Panel interview
(2) On the basis of pattern of interaction
• Structured Interview (Directive)
• Semi Structured
• Unstructured Interview (Non Directive)
• Stress Interview
(3) On the basis of procedure
• Formal Interview
• Informal Interview
On the basis of Level of Interview
• Initial screening Interview
• Preliminary Interview
• Final Interview
On the basis of feature of Interview
• Situational Interview : Focus on hypothetical situation (Imaginary)
• Behavioral Interview : Focus on actual work incidents
• Focus Group Interview : Small group respondents with a moderator on a specific topic
(unstructured).
• Projective Technique : Indirect interviewing method. The interviewer project a situation for the
interviewee and ask them to express their views or to complete/ interpret the situation.

On the basis of Mode of communication

• Telephonic interview
• Face to Face interview/ One on One interview
• Online Interview
1. Preparation for interview
• Defining objectives of interview
• Determining methods of interview
• Determining number of interviewer
2. Physical setting
• Settings in the venue of interview to provide comfort to both interviewers and interviewees
3. Conducting interview
• Establishing rapport
• Soliciting information
• Recording information
4. Closing interview
• Closing of interview is as important as its beginning
Finalizing evaluation
• Selecting the appropriate number of candidates & communicating them the decisions
• Recommending the name of appropriate candidate to authority for final selection
• Awarding marks or grades to each candidate
Pitfalls in Interview
• Ineffective interview process
• Common errors in evaluation : Includes
(1) Impression Management – Influencing performance evaluation by portraying an image
desired by the interviewers.
(2) Halo effect – Interviewer judges the traits of interviewee based on judgment of few
traits may be positive or negative.
(3) Stereotyping – Interviewer judge a candidate on the basis of characteristics of the group
he belongs. Such judgment may goes wrong in most of the cases.
(4) Projection – When interviewer expects his own qualities, skills or personality traits in
the interviewee.
 Measures of effective interview

• Proper planning
• Proper physical & mental settings
• Candidates should feel ease
• Should close with pleasant remarks : Thanks, good etc
• Immediate evaluation of the candidate.