Human Capital Planning and

Employee Hiring (Module 2)

Job Analysis
Process of determining duties of various roles and
KSAs (Knowledge, Skills, and Abilities) in an
organization.
Used to prepare Job Description
Gathering relevant Defining role, context,
Critical input into human resource planning
conditions,
info about various performance standards,
aspects of job responsibilities

Establishing Input into HR decisions

job’s worth to an (recruitment, selection,
compensation, training)
organzation
Steps of Job Analysis
Determine the purpose of job analysis
Identify jobs to be analyzed
Review relevant background data
Execute job analysis
Write Job Description
Periodic Review
Searchable: role of keywords
Job Description
containing complete information about what all a job
involves including job title, duties, tasks and
responsibilities related to job, working conditions and
hazards, reporting relationships, tools, machines and
equipments to be used, and relationships with other
position
Job Specification and Evaluation
Job specification provides particulars about
capabilities that an individual should posses to perform
the job efficiently. This includes educational
qualification, experience, training, appropriate skills,
knowledge, and abilities required to perform the job.
Job evaluation: specifies the relative value or worth
of each job in an organization.
Designing new organization and roles/jobs
Changing the organizational design or roles
Aligning roles and pay to organizational changes; Designing
an effective organization
Defining interdependencies among different jobs, Clarifying
accountabilities of jobs
Managing succession in organization
Reviewing the existing pay structure
Auditing legal compliance of pay policies
Implementing benchmark pay structures
Setting value-based pay policies
Human Resource : Demand and Supply
Forecasting
Understanding Business Requirements
Current resource capability
Availability of resources
Depends on Micro and Macro Factors: conomy,
geopolitical relations, government and regulatory
policy, industry growth, competitive factors, and trends
in technology and consumer preferences
Part of Strategic Planning Process
v
Demand Aspect
Evaluation of Current Resources/ internal supply of
factor: ability to meet projected future requirements,
factoring in training, re-skilling, lateral transfers and
promotions ; terminations and voluntary turnover (e.g.,
resignation and retirement).
Understanding of market, industry, competitive
position of firm
Supply Forecasting
 range of economic and qualitative factors
 availability of housing, transportation, the quality of
life and the number and quality of local/regional
educational and training educational institutions. \
Wages, competition for labor, demographic and
immigration trends, and policies and
individual preferences and perceptions of utility
structure of jobs
Employee Selection Process

‘Where do you see yourself in 5 years’?

In your chair, but asking better questions!

Stages of Employee selection Process
APPLICATION:
depends on company,
function, work
Google: 400 people
per job opening
ESP
Aimed at finding and hiring the best candidates for job
openings
Funnel Process: Process of filtering
Applications: receiving after posting job openings

Screening and Pre-selection: resume screening/

preliminary (required for high volumes of
applications
Interview Process: structured/ unstructured/ case
methods/ task/
Assessment: as reliable as predicting job performance
(IQ/ EQ/ PERSONALITY TESTS)
References and Background checks: specially for high
responsibility positions
Decisions
Job offer and contract