Module : Staffing

RECRUITMENT
Recruitment involves attracting &
obtaining as many applicants as possible
from eligible job seekers.
WHY IS RECRUITMENT
DONE ?
https://www.youtube.com/watch?v=SYw
UfCCMHvk
 https://www.youtube.com/watch?
v=M0zyf05GlIg
FACTORS GOVERNING
RECRUITMENT
 External Forces
 Internal Forces
External Forces
 Supply & Demand
 Unemployment Rate
 Political – legal
 Sons of soil
 Image
Supply & Demand

 If the demand for a particular job is high

relative to the supply, an extraordinary
recruiting effort may be needed.
Unemployment rate
When the unemployment rate in a given
area is high, the company’s recruitment
process may be simpler.
 As the unemployment rate drops,
recruiting efforts must be increased &
new sources explored.
Political & Legal consideration
 Reservation of jobs for SC, ST & OBC
 Reservation has been accepted as
inevitable by all sections of the society.
 Various acts – Child Labour (Prohibition
& Regulation ) Act, 1986, Employment
Exchange (Compulsory notification of
vacancies ) Act, 1959.
Sons of soil
 Political leaders state that preference
must be given to the people of their
respective states in matters of
employment.
Company Image
Internal Factors
 Recruitment Policy
 HRP
 Size of the firm
 Cost
 Growth & Expansion
Recruitment Policy

 Most firms have a policy on recruiting

internally (from own employees) or
externally (from outside the organisation)

 Generally the policy is to prefer internal

sourcing as own employees know the
company well & can recommend
candidates who fit the organisation’s
culture.
Another related policy is to have
temporary & part – time employees.

An organisation hiring temporary & part

– time employees is in a less
advantageous position in attracting
sufficient applications.
Human Resource Planning
 It is the process of forecasting a firm’s
future demand for, & supply of the right
type of people in the right number.
Size
Cost
 Cost saving measure – is recruiting for
multiple job openings simultaneously.
 Use proactive personnel practices to
reduce employee turnover, thus
minimising the need for recruiting.
Growth & Expansion
 An organisation registering growth &
expansion will have more recruiting than
the one which is declining.
SOURCES OF RECRUITMENT
 Internal Sources
 External Sources
Internal Sources
Employee referrals
 Former employees
 Previous applicants
External Sources
 Advertisements
 Campus Recruitment
 Walk ins & write ins ( send written
enquiries)
Consultants
Radio & Television
Competitors – Poaching or raiding
( Identifying the right people in rival
companies, offering them better terms, &
luring them away)
 E – recruiting
SELECTION
 It is the process of picking individuals
(out of the pool of job applicants) with
requisite qualifications & competence to
fill jobs in the organisation.
RECRUITMENT &
SELECTION PROCESS
 Employment Planning & Forecasting
 Recruiting : build a pool of candidates
 Applicants complete application forms
 Use selection tools like tests to screen out
most applicants
 Supervisors & others interview final
candidates to make final choice.
A TALE OF TWISTS & TURNS
Discuss the problem in the case.

Why was Vijay not promoted ?

What should Vijay do ?

Tests
 Different types of tests are administered,
depending on the job & the company.
 Tests are used to determine the applicants
ability, aptitude & personality.
Ability Tests
 Also called Achievement Tests
 Assist in determining how well an
individual can perform tasks related to the
job.
 Eg – data entry test given to a
prospective employee
Aptitude test
Personality Test
 They are given to measure a prospective
employee’s motivation to function in a
particular working environment.
 Eg – Bernsenter Personality Inventory
measures one’s self sufficiency,
sociability, introversion & extroversion,
self confidence.
Thematic Apperception Test (TAT)
assesses an individual’s achievement &
motivation levels.
Interest Test
 They are used to measure an individual’s
activity preferences.

 These tests are particularly useful for

students considering many careers or
employees deciding upon career changes.
Graphology Test
 It is designed to analyze the handwriting
of an individual.

 It has been said that an individual’s

handwriting can suggest the degree of
energy, inhibitions & spontaneity as well
disclose elements of balance & control.
 For eg – big letters & emphasis on
capital letters indicate a tendency towards
domination & competitiveness.
 A slant to the right, moderate stress on
words & good legibility shows leadership
potential.
Polygraph Tests
 They are designed to ensure accuracy of
the information given in the applications.
 Polygraph is a lie detector
 Banks, jewelry shops – that is those
highly vulnerable to theft may find
polygraph tests useful.
 Medical Tests – Reveal physical fitness
of a candidate
 Drug tests – help measure the presence
of illegal or performance affecting drugs.
 Delbin Team role – Measuring ability to
be a team player
 Myers Briggs Indicator – Understanding
personality type
Wonderlic Personnel – Assessing
analytical & verbal skills.

Thomas Profiling – Identifying

behavioural requirements for the job
Choosing Tests
 Tests must be chosen based on the
criteria of -
 Reliability
 Validity
 Objectivity
 Standardisation
INTERVIEW
 Interview is a formal, in depth
conversation.
 It allows a two way exchange of
information, the interviewers learn about
the applicant & the applicant learns about
the employer.
OBJECTIVES OF
INTERVIEWS
 Helps obtain additional information from
the applicant
 Facilitates giving general information to
the applicant such as company policies,
job, products manufactured
 Helps build the company’s image
among the applicants.
TYPES OF INTERVIEW
Structured Interview
 The interviewer uses a preset
standardised questions which are put to
all the interviewees.
 This interview is also called guided or
patterned interview.
Unstructured Interview
 Also known as unguided or unpatterned
interview.
 The interview is largely unplanned & the
interviewee does most of the talking.
Unguided interview is advantageous as it
leads to a friendly conversation between
the interviewer & the interviewee & in the
process the latter reveals more of his/ her
desires.
But the unpatterned interview lacks
uniformity & this approach may overlook
key areas of the applicant's skills or
background.
Mixed Interview
 A blend of structured & unstructured
questions is used by the interviewer
while interviewing the job seekers.
 The structured questions provide a base
of information that allows comparisons
between candidates.
The unstructured questions permits
greater insights into the unique
differences between applicants.
BEHAVIOURAL INTERVIEW
It focuses on a problem or a hypothetical
situation that the applicant is expected to
solve.
 The applicant is asked what he/she would
do in the given circumstances.
 It primarily reveals the applicant’s ability
to solve the types of problem presented.
When the job involves much stress, stress
interview attempts to learn how the
applicant will respond to the pressure.
OTHER INTERVIEWS
One-to-One Interview
Sequential Interview
 Involves series of interviews
Panel Interview
Telephonic Interview
Computer Interview

Requires candidates to answer a series (75

to 100) of multiple choice questions
custom made for the job.
 Answers are compared with a benchmark
score to determine suitability of a
candidate
Video Interview
REFERENCE & BACKGROUND
CHECKS
 Contact details of the references are
required by many employers for verifying
information, gaining additional
background information on an applicant.

 Previous employers, university

professsors can act as references.
Reference checks cover the following –
 Previous employment check
 Educational record check
 Criminal record check
 Neighbourhood reference check
 Character reference check
Reasons for Reference Checks
 To gain insight about the potential
employee from the people who have had
previous experience with him or her.
 To assess the success of a prospect
SELECTION DECISION
 Most critical of all steps

 The final decision has to be made from

the pool of individuals who pass the tests,
interviews & reference checks.
PHYSICAL EXAMINATION

 Candidate is required to undergo a

physical fitness test.
 The results of the medical fitness tests
are kept in personnel records.
Objectives of Physical Examination
 Detect if the individual carries any
infectious diseases.

 To determine whether the applicant is

physically fit to perform the work
Medical check up protects applicants with
health defects from undertaking work that
could be detrimental to themselves or
might otherwise endanger the employer’s
property.
Job Offer
Contracts of employment
Concluding the selection process
 Reassuring those candidates who have
not been selected.
 Such candidates must be told that they
were not selected since their profiles did
not match the requirements of the
company.
No Shows By Selected Candidate
BARRIERS TO EFFECTIVE
SELECTION
 Perception

 Fairness

 Reliability

 Pressure
EVALUATION OF
SELECTION PROCESS
Cost per Hire (CPH)
 Selection process costs organisations
dearly.
 Cost incurred for hiring purpose includes
the following –
a) Payments made to placement
consultants.
b) Expenses incurred on conduct of tests.
c) Cost of temporary staff retained during the
period when jobs remain vacant.
d) Any other costs availed by the selection
team, weekend, lunch/dinner, transport
claims etc.
e) Cost incurred on recruitment

CPH = Total cost / number of hires

Time to Hire (TTH)
Lapsed time between notification of
vacant position & the new hire joins the
organisation.

Most companies have a definite TTH

target anywhere between 45- 90 days.
Quality of Hire
 Hiring is said to be qualitative when the
three ‘R’s ( right candidate, right job &
right time) are fulfilled.
 Hiring process is lengthy & time
consuming
 But no effort should be spared & no
compromise should be made in hiring
the best talent possible.
Selection Programme Audit
 Analysis of the programme

 How adequately are the programme & its

procedures communicated to all those
involved in & affected by it ?

 How well is the programme implemented

?
Training & Developing of
Employees
Training and Development (T&D)
 The attempt to improve current or future
employee performance by increasing an
employee’s ability to perform through learning,
usually by changing the employee’s attitude or
increasing his or her skills & knowledge.
 The need for T&D is determined by the
employee’s performance deficiency –

T&D need = Standard Performance – Actual

Performance
Inputs in T&D

 Education

 Development

 Ethics

 Attitudinal changes
Decision making & problem solving
skills

 Creativity

 Crisis

 Teams
Training process
Needs assessment
Organizational
support
Organizational
analysis
Task and KSA
analysis

Development of Training Validity

Instructional
Criteria
Objectives
Selection and Design
of Instructional
programmes
Transfer Validity

Intra-
Training organizational
Use of Validity
Evaluation
Models
Inter-
organizational
Validity
NEED ASSESSMENT
 It diagnoses present problems & future
challenges to be met through T&D
 Organisations spend vast sums of money
on T&D
 Before committing such huge resources
the organisations should assess their
training needs of their employees.
 No Need Assessment = organisation
making errors
 Need assessment occurs at 2 levels –
a) Individual - An individual needs training
when his or her performance falls short of
expectations.
b) Group – Any change in the organisation or
organisation’s strategy necessitates training of
groups of employees. Eg – when the
organisation decides to introduce new products,
sales personnel & production workers have to
be trained to produce & sell the products.
Organisational support
 When the needs assessment is carefully
designed & supported by the firm,
disruption is minimised & co-operation is
much more likely to occur.
Organisational analysis
 Examine the goals of the organisation.
 The analyst needs to answer the
following questions –
a) Is there sufficient supply of people ?
b) How does the firm attract, retain &
motivate the workforce ?
c) Which are the target jobs that require
training ?
Task & KSA analysis
 Identify what tasks are needed on each
job & which knowledge, skills & abilities
(KSA) are necessary to perform these
tasks.
Person analysis
 To determine which necessary KSA have
already been learnt by the prospective
trainee so that precious training time is
not wasted repeating what has already
been acquired.

 Also, employees who need to undergo

training are identified at this stage.
Instructional objectives
 Describes the objectives to be achieved
by the trainee upon completion of the
training programme.
 Eg – Instructional objectives for a
training programme with sales people –
After training, the employee will be
able to smile at all customers even when
exhausted or ill, unless the customer is
angry.
Designing T&D programme
Every training and development programme must address
certain vital issues
(1) Who participates in the programme?
(2) Who are the trainers?
(3) What methods and techniques are to be used for
training?
(4) What learning principles are needed?
(5) Where is the programme conducted?
Who are the Trainees?
Trainees should be selected on the basis of

self nomination, recommendations of

supervisors or by the HR department itself.

Whatever is the basis, it is advisable to have

two or more target audiences.

For eg- employees and their supervisors may

effectively learn together about a new work

process and their respective roles.

Bringing several target audience together can

also facilitate group processes such as

problem solving and decision making

 who are the Trainers ?
Training and development programmes may be conducted

by several people, including the following:

1. Immediate supervisors

2. Co-workers

3. Members of the HR staff

4. Specialists in other parts of the company

5. Outside consultants

6. Faculty members at universities.

INFOSYS U

The ‘Global Education Center’ was set up

in 2005.

Run a 14.5 week residential program,

which would impart generic & work
specific training in technology areas,
along with soft skills and leadership
programs to freshers.
The center has -
 2,350 rooms spread across the campus
 58 training rooms
183 faculty rooms
state-of-the-art library and a cyber café

 The center has the capacity to train

around 15,000 freshers in one year.
METHODS AND
TECHNIQUES OF
TRAINING
Training methods are categorized into two groups-
{I) on-the-job and

(ii) off-the-job methods.

On-the-job methods refer to methods that are applied in the

workplace, while the employee is actually working. Eg –

internship, job rotation

Off-the-job methods are used away from workplaces. Eg –

lectures, films, case study, role play, vestibule

vestibule
Itutilises equipment which closely resemble
the actual ones used on the job.
 Training takes place away from the work
environment.
 A special area or a room is set aside from the
main production area & is equipped with
furnishings similar to those found in the actual
production area.
 The trainee then learns, without disrupting
ongoing operations.
Out bound learning
 Takes place outside the workplace

 It is commonly used to improve

communication, inter – personal &
leadership skills
Implementation of a training program

 Once the training programme has been

designed, it needs to be implemented.

There are certain problems faced.

Most managers frequently say they are too

busy to engage in training efforts.

 In addition to possessing communication skills,

the trainers must know the company's objectives &

the goals of the training programme.

 Training and development requires a higher

degree of creativity.
Programme implementation involves action on the

following lines:

1. Deciding the location and organizing training and

other facilities.

2. Scheduling the training programme

3. Conducting the programme

4. Monitoring the progress of trainees.

Evaluation of the programme
Need for evaluation
 To determine if they are accomplishing
specific training objectives

 To determine their cost effectiveness

 Credibility of T&D is greatly enhanced

when it is proved that the firm has
benefitted from it.
Criteria for evaluation
 Training validity – Did the trainees
learn during training ?

 Transfer validity – What has been learnt

in training, has it been transferred on the
job ? Has it enhanced performance in the
work place ?
 Intra – organisational validity

Inter – organisational validity – Can a

training programme validated in one firm
be used successfully in another
company ?
Techniques for evaluation
 Experimental (receive training) & control (donot
receive training) groups. Measures are taken of the
relevant indicators of success (eg words typed per
minute, quality pieces produced per hour for both
groups.) If the gains demonstrated by the
experimental groups are more than those by the
control group, the training programme is successful.

 Give questionnaire to the trainees after the

completion of the programme to obtain their
opinions about the programme’s worth
Levels of evaluation
 Result (highest)
 Behaviour
 Learning
 Reaction (lowest)
Impediments to effective training
 Lack of management commitment

 Spending on training is inadequate

Topics for self study
 Computer assisted instruction
 assesment centre
 sensitivity training
Simulation
HOW TO MAKE TRAINING
EFFECTIVE ?
https://www.youtube.com/watch?v=3juBIP
4PQ9w
- Induction – safety
NDA
Rewards & Recognition
Features

Acknowledgement of some achievement

Predetermined or unplanned
It promotes behavior you want repeated
Individual or teams
Benefits of well designed Recognition
Reinforces the strategies/goals of the
organization
Promotes repeatable behaviors
Improves morale
Creates competition
Types
Organization wide programs
◦ Anniversaries
◦ Top achievers
Management discretion/ nominated
◦ Employee of Month
◦ Best at judgment of manager/ committee
Peer to peer (recognition)
A. Shout out on Social Media
B. Each Friday afternoon, the entire team
huddles together and we go around the
room stating 2 things:
“Crush” someone on the team whose
work they want to recognize and why
Something you are grateful for
D. Allow star agents to visit other sites if you
have a multi-site operation, sharing ideas about
what works well in both sites.

E. Call an employee to your office to say thank

you. Since many employees assume that
something is wrong when they are called to a
supervisor’s office, they will be especially
pleased to receive your honest gratitude for a
job well done & also appreciate in the meetings.
Job rotation
Job rotation is a management technique that
assigns trainees to various structures and
departments over a period of a few years.

Job rotation is also a control to detect errors

and frauds.
Useful-
To promote multi-tasking.
To train employees
To reduce conflicts

Problems-
Improper planning may lead to confusion.
Disinterest of individual.
Management development
 There are various methods of developing
managers & supervisors –

 Job rotation
 Coaching
 Action learning
 Staff meetings
 Seminars & Conferences
 Case studies
 Games
 Role play
 Behaviour modelling (learning through
observation )
 Corporate universities
MANAGERIAL GRID
 The managerial grid model (1964) is
a situational leadership model developed
by Robert R. Blake and Jane Mouton.

 This model originally identified five

different leadership styles based on
the concern for people and the concern for
production
PERFORMANCE APPRAISALS
 
Definition 1: Systematic Evaluation
“It is a systematic evaluation of an
individual with respect to performance on
the job and individual’s potential for
development.”
Definition 2:
“It is formal, structured system of
measuring, evaluating job related
behaviors and outcomes to discover
reasons of performance and how to
perform effectively in future so that
employee, organization and society all
benefit.”
Performance Appraisal is the
assessment of individual’s performance
in a systematic way.

Itis a developmental tool used for all

round development of the employee and
the organization.
The performance is measured against
factors like job knowledge, quality and
quantity of output, initiative, leadership
abilities, supervision, dependability, co-
operation, judgment.

Assessment should be confined to past as

well as potential performance also.
 Performance Appraisals and Job Analysis Relationship

Job Analysis Performance Performance

 Standards  Appraisals
Describe the Translate job Describe the
work and requirements job relevant
personnel into levels of strengths and
requirement of acceptable or weaknesses of
a particular job. unacceptable each individual.
performance
Use of Performance Appraisals

Promotions
Confirmations
Trainingand Development
Compensation reviews
Competency building
Improve communication
Feedback & Grievances
Goals of Performance Appraisals

General Goals Specific Goals

Developmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and
Development needs
Administrative Salary
Decisions / Uses Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers
identification
Organizational HR Planning
Maintenance Training Needs
Organizational Goal
achievements
Goal Identification
HR Systems Evaluation
Reinforcement of
General Goals Specific goals

Documentation Validation Research

For HR Decisions
Legal Requirements
Performance Appraisal Process

Objectives, definition of appraisal

Job expectations establishment
Design an appraisal program
Appraise the performance
Performance Interviews
Use data for appropriate purposes
Identify opportunities variables
TECHNIQUES / METHODS OF
PERFORMANCE APPRAISALS
Past Oriented Methods

Future Oriented Methods

Past Oriented Methods

Rating Scales: Rating scales consists of

several numerical scales representing job
related performance criterions such as
dependability, initiative, output,
attendance, attitude etc.
Each scales ranges from excellent to
poor.
Checklist: Under this method, checklist
of statements of traits of employee in
the form of Yes or No based questions is
prepared.
Here the rater only does the reporting or
checking and HR department does the
actual evaluation.
Forced Choice Method: The series of
statements arranged in the blocks of
two or more are given and the rater
indicates which statement is true or
false.
The rater is forced to make a choice.
HR department does actual assessment.
Forced Distribution Method: here
employees are clustered around a high
point on a rating scale.
Rater is compelled to distribute the
employees on all points on the scale.
Critical Incidents Method: The
approach is focused on certain critical
behaviors of employee that makes all
the difference in the performance.
Supervisors as and when they occur
record such incidents.
Behaviorally Anchored Rating Scales:
statements of effective and ineffective
behaviors determine the points. The rater
is supposed to say, which behavior
describes the employee performance.
Field Review Method: This is an appraisal
done by corporate or HR department.
Advantages – Useful for managerial level
promotions, when comparable information is
needed
Disadvantages – Outsider is generally not
familiar with employees work environment,
Observation of actual behaviors not possible.
 
Performance Tests & Observations:
This is based on the test of knowledge
or skills.
The tests may be written or an actual
presentation of skills.
Tests must be reliable and validated to be
useful.
 
Confidential Records: Mostly used by government
departments, however its application in industry is not
ruled out. Here the report is given in the form of
Annual Confidentiality Report (ACR) and may record
ratings with respect to following items; attendance,
team work, leadership, initiative, technical ability,
reasoning ability, originality and resourcefulness etc.
The system is highly secretive and confidential.
Feedback to the assessee is given only in case of an
adverse entry.
 
Essay Method: In this method the rater
writes down the employee description
in detail within a number of broad
categories like, overall impression of
performance, promoteability of employee,
existing capabilities and qualifications of
performing jobs, strengths and
weaknesses and training needs of the
employee.
Cost Accounting Method: Self study
Comparative Evaluation Method
(Ranking & Paired Comparisons):
These are collection of different methods
that compare performance with that of
other co-workers.
Ranking Methods: Superior ranks his worker
based on merit, from best to worst. However
how best and why best are not elaborated in this
method. It is easy to administer and explain
◦ Paired Comparison Methods: In this method
each employee is rated with another employee
in the form of pairs.
Future Oriented Methods

Management By Objectives: It means

management by objectives and the
performance is rated against the
achievement of objectives stated by the
management. MBO process goes as below
Establish goals and desired outcomes for
each subordinate
Setting performance standards
Comparison of actual goals with goals
attained by the employee
Establish new goals and new strategies
for goals not achieved in previous year.
Psychological Appraisals: These appraisals
are more directed to assess employees
potential for future performance rather
than the past one. It is done in the form of
in-depth interviews, psychological tests, and
discussion with supervisors and review of
other evaluations. It is more focused on
employees emotional, intellectual, and
motivational and other personal
characteristics affecting his performance.
 Assessment Centers: This technique was first
developed in USA and UK in 1943. An assessment
center is a central location where managers may
come together to have their participation in job
related exercises evaluated by trained observers. It is
more focused on observation of behaviors across a
series of select exercises or work samples.
360-Degree Feedback: It is a technique which is systematic
collection of performance data on an individual group,
derived from a number of stakeholders like immediate
supervisors, team members, customers, peers and self. In
fact anyone who has useful information on how an employee
does a job may be one of the appraisers. This technique is
highly useful in terms of broader perspective, greater self-
development and multi-source feedback is useful. 360-degree
appraisals are useful to measure inter-personal skills, customer
satisfaction and team building skills. However on the negative
side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple raters may be less adept
at providing balanced and objective feedback.
Ethics of Performance Appraisals

Formal Standardized Performance

Appraisal Systems
Uniform to all employees, no
discrimination based on caste, religion
etc.
Standards formally communicated to all
employees
Freedom to review performance appraisal
results
Essentials of a Good Performance
Appraisal System
Standardized Performance Appraisal System
Uniformity of appraisals
Defined performance standards
Trained Raters
Use of relevant rating tools or methods
Should be based on job analysis
Use of objectively verifiable data
Avoid rating problems like halo effect, central tendency,
leniency, severity etc.
Consistent Documentations maintained
No room for discrimination based on cast, creed, race,
religion, region etc.
Promotion
Meaning of Promotion
According to E.B. Flippo “promotion
involves a change from one job to another
that is better in the terms of status and
responsibilities.”
Purpose of Promotions
Recognize and reward employee’s
good/superior performance and
commitment.
 Promote sense of belongingness.
Build loyalty and to boost morale and job
satisfaction.
Retain skilled and talented employees
Increase interest in acquiring higher
qualifications, training and self
development with a view to meet the
requirements of promotion.

Ultimately it improves organizational

health.
Basis for Promotions
 Seniority
 Merit
Seniority cum Merit as a Basis
for Promotion
Transfers
A transfer is a horizontal or lateral movement
of an employee from one job, section,
department, shift plant or position to another
at some other place where salary, status and
responsibility are usually the same.
Transfer is defined as “a lateral shift causing
movement of individuals from one position to
another usually without involving any kind of
change in duties, responsibilities, skills
needed or compensation”.
Types of Transfers
Production Transfer: Such transfers are
resorted to when there is a need of
manpower in one department and surplus
manpower is in another department. Such
transfers are made to meet the company
requirements.
Remedial Transfers: As the name suggests,
these transfers are made to rectify the situation
caused by faulty selection and placement
procedures. Such transfers are made to rectify
mistakes in placement and recruitments.
Versatility Transfer: Such transfers are made
to increase versatility of the employees in
more than one job and department. This type
of transfer, also referred to as ‘Job Rotation’ is
a tool to train employees.
Shift Transfers: are transfers of workers
from one shift to another on the same type
of work.
Departmental Transfers: transferring
from one department to another
department within the plants.
 Inter-Plant transfers: if there is more
than one plant under the control of same
management transfer may be made from
one plant to another for varied reasons.
Such transfers are called inter- plant
transfers.
Benefits of Transfer
Increase in productivity and effectiveness
of the organization.
Greater job satisfaction to employees.
Stabilize fluctuating job needs.
Improve employee skills.
Improve labour relationships.
 Develop employees for future promotions.
Avoid monotony and boredom.
Reasons for Transfer
Meet the organizational requirements and also personal
requirements of employees.
Utilize employee’s skill, knowledge etc where they are
more suitable
Correct inter-personal conflicts.
Avoid favoritism
Creates transparency among the employees and their work
Maintain healthy relationship among staff in order to
ensure harmonious environment and to avoid unnecessary
disputes.
Limits the ability of an employee to take advantage and
sole control over the seat or section.
Job Analysis
Job Analysis is a systematic exploration, study
and recording the responsibilities, duties,
skills, accountabilities, work environment and
ability requirements of a specific job.
It also involves determining the relative
importance of the duties, responsibilities and
physical and emotional skills for a given job.
All these factors identify what a job demands
and what an employee must possess to perform a
job productively.
Purpose of Job Analysis

Recruitment & Selection

 Performance Analysis (Evaluation &
Appraisal)
 Compensation Management
 Training & Development
Job Analysis Process
Job Analysis Methods
Purpose of Job Description

The main purpose of job description is to

collect job-related data in order to
advertise for a particular job.
It is done to determine what needs to be
delivered in a particular job.
It clarifies what employees are
supposed to do if selected for that
particular job opening.
It also clarifies who will report to whom.
Purpose of Job Specification

Described on the basis of job description,

job specification helps candidates
analyze whether are eligible to apply for
a particular job vacancy or not.
It helps recruiting team of an organization
understand what level of qualifications,
qualities and set of characteristics should be
present in a candidate to make him or her
eligible for the job opening.
Manpower Planning

181
What is Manpower?

182
DEFINITION:
The first function, which determines the
organizational blueprint towards its larger
goals, is Manpower Planning or
interchangeably Human Resources
Planning.
This is the key to getting the right people
for the right jobs and hence it is extremely
important.

183
DEFINITION:

 Manpower Planning is “the process by which a

management determines how an organization should move
from its current manpower position to its desired
manpower position.
 Through planning, a management strives to have the right
number and the right kinds of people at the right places, at the
right time, to do things which result in both the organization
and the individual receiving the maximum long-range
benefit.” - Velter Eric W.

184
DEFINATION:

“ Human resource planning includes the

estimation of how many qualified people are
necessary to carry out the assigned activities,
how many people will be available, and what
if anything must be done to ensure that
personnel supply equals personnel demand at
the appropriate point in the future” – Leap and
Crion.

185
Following features of HRP may be
identified

It involves determination of future needs of

manpower in the light of organizational planning and
structure.

It also takes into account the manpower availability at

a future period in the organisation.

186
Importance of Human Resource Planning

HRP contributes in the following ways:

1)Defining future personnel need.

2)Coping with changes.
3)Providing base for developing talent.
4)Increasing investment in human resources.
5)Forcing the management to involve in HRM.

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Human Resource Planning

Organisational Objectives

Human Resource Planning

Forecasting needs for Human Forecasting supply of human

Resources resources

Identification of human resource

gap

Surplus Human Shortage of human resources

Resources

Action plans of bridging 188

Benefits of HRP

 Manpower planning ensures optimum use of available human

resource.
 It generates facilities to educate people in the organization.
 It provides smooth working even after expansion of the
organization.
 It creates healthy atmosphere of encouragement and
motivation in the organization.
 Training becomes effective.
 It provides help for career development of the employees.

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Ignoring HRP in an Organisation

 The penalties for not being correctly staffed are costly.

 Overstaffing is wasteful and expensive.

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