UNIT 2 project planning & evaluation

8/2/2019 UNIT 2 project planning & evaluation

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Unit 2HRP, recruitment, selection

Job analysis-JD, JS


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HR Planning

HR Planning is the process of examining an organizations

future human resource need.

It involves:

Identifying and acquiring the right number of people with theproper skills

Motivating them to achieve high performance

Creating interactive links between business objectives and

resource planning activities


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Human Resource Planning (HR Planning) is both a process and a set of plans.

It is how organizations assess the future supply of and demand for human resources.

An effective HR plan also provides mechanisms to eliminate any gaps that may existbetween supply and demand. Thus, HR planning determines the members and types

of employees to be recruited into the organization or phased out of it.

Dynamic by nature, the HR planning process often requires periodic readjustments as

labor market conditions change.

Human Resource Planning


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Technological forecasts

Economic forecastsMarket forecasts

Organizational planning

Investment planning

Annual operating plans

Annual employment

requirementsNumbers

Skills

Occupational categories

Existing employment inventory

After application of expectedloss and attrition rates

Variances End

If surplus If shortage

Decisions

Layoff,

retirement,

etc.

Decisions

Overtime,

recruitment,

etc.

End End

Strategic Planning Human Resource Demand Human Resource Supply

Compared

with

If none

Action

Decisions

HRP Process


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All effective HR planning shares certain features. It is generally agreed that HR

planning involves four distinct phases or stages:

Situation analysis or environmental scanning

Forecasting demand for human resources

Analysis of the supply of human resources

Development of plans for action

The HRP Process


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Why is HRP important ?

Even an imperfect forecast is better than none at all

Anticipating needs prepare for the future gives you an

edge

Address potential problems avoid skill deficiencies


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What is HRP?

HRP is a sub-system of total organizational planning.

HRP facilitates the realization of the companys

objectives for the future by providing the right type and

number of personnel HRP is also called Manpower planning, Personnel

planning or Employment planning


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HRP ensures that the organization has:

Right Number

Right Kind

Right Place

Right Time


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Benefits of HRP

Create reservoir of talent

Prepares people for future

Expand or Contract

Cut Costs

Succession Planning


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Forecasting Techniques

Managerial Judgment

Ratio trend analysis

Work Study Techniques

Delphi Technique

Flow Models

Others


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Factors in Demand forecasting

Social factors Working conditions, Govt. regulations,environmental conditions, religious, cultural.

Technological Factors

Political Factors Trade restrictions, War etc.

Economic Factors

Demand generation

Growth

Employee Turnover


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Job Analysis

Job Analysis is not a one time activity as jobs arechanging constantly

The job and not the person an important considerationin job analysis is conducted of the job and not of theperson

It simply highlights what are the minimum activities thatare entailed in a job.


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Job Analysis

Skill Range Does the job cover a reasonable but not too

extensive range of different tasks?

Are there opportunities to use knowledge and skills

associated with effective performance of the job? Can the individual make full use of their skills and

develop their skill base?


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Job Purpose Is the purpose of the job clearly and unequivocally

Is its contribution to the organisations objectives

evident?

Is its contribution to its dept obvious? Is the post holder responsible for the successful

completion of the whole job?

Do the internal systems help the post holder do thejob?

Job Analysis


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Job Analysis

Relationships Are the formal relationships clearly specified and

related to the achievement of the objectives?

Is there opportunity to develop working relationshipswithin and across the departments boundaries?

Are colleagues available with whom the post holdercan discuss professional issues


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Job Analysis

Job Outcomes: Can the post holder see the result of their efforts?

Can the results of the post holders efforts berecognised?

Does the post holder have the opportunity toinfluence their own levels of performance?

Rewards

Are the rewards appropriate and obtainable?

Are the rewards linked directly with the performanceof the post holder?


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Steps in Job Analysis

1. Organizational Analysis Overview of various jobs inthe organization and the linkages between them andthe contribution of various jobs towards achievingorganizational efficiency and effectiveness.

2. Uses of Job Analysis Information3. Selection of jobs for analysis

4. Collection of Data

5. Preparation of Job description tasks, duties,responsibilities

6. Preparation of Job Specification personal attributesrequired in terms of education, training, aptitude andexperience to fulfill the job description


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Reasons For Conducting Job Analysis

Staffing would be haphazard if recruiter did not knowqualifications needed for job

Training and Development if specification lists a

particular knowledge, skill, or ability, and the personfilling the position does not possess all the necessaryqualifications, training and/or development is needed

Compensation and Benefits value of job must be

known before dollar value can be placed on it


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Reasons For Conducting Job Analysis (Continued)

Safety and Health helps identify safety and health considerations

Employee and Labor Relations lead to more objective humanresource decisions

Legal Considerations having done job analysis important forsupporting legality of employment practices


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Work Activities work activities and processes; activity records (in

film form, for example); procedures used; personal responsibility

Worker-oriented activities human behaviors, such as physical

actions and communicating on the job; elemental motions for

methods analysis; personal job demands, such as energyexpenditure

Machines, tools, equipment, and work aids used

Job-related tangibles and intangibles knowledge dealt with or

applied (as in accounting); materials processed; products made or

services performed

Summary of Types of Data Collected Through Job Analysis


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Work performance error analysis; work standards; work

measurements, such as time taken for a task

Job context work schedule; financial and nonfinancial incentives;

physical working conditions; organizational and social contexts Personal requirements for the job personal attributes such as

personality and interests; education and training required; work

experience

Summary of Types of Data Collected Through Job Analysis


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Conducting Job Analysis

The people who participate in job analysis

should include, at a minimum:

The employee

The employees immediate supervisor

Other key stakeholders in the organization


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Methods of collecting information

Job Questionnaire:

Most cost effective method

Elicits information from workers & their

immediate supervisor

You can get intimate detailed knowledge of their

jobs

Questionnaire needs to be structured in advance Responses can be used to create a job description


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Questionnaire method

Disadvantages

Right population questions can be interpreted

differently

Not everyone is able to describe fully & exactly

Questionnaire not easy to make to cover all

aspects


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Interview

Disadvantages:

Time consuming

Quality and experienced analyst

Distrust of interviewers


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Observation

It is good for simple and repetitive jobs

Disadvantages:

Presence of analyst can cause stress Jobholder may purposely reduce the pace

of activity to justify overtime

Cannot be used where job requirespersonal judgment and intellectual ability


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Independent Observers

Diary One or more incumbents note duties and

frequency of tasks performed

Critical Incidents Incumbents brainstorm of critical

incidents that happen routinely and infrequently thismethod is excellent for training

Photo tape recording

Review of records Maintenance records, repair records

at seasonal variations


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Data collected

List of tasks

List of decisions made

Amount of supervision received

Supervision exercised Diversity of functions performed

Interaction with other staff

Physical conditions

Software used


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Tasks Responsibilities Duties

Job

Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Human Resource Planning

Recruitment

Selection

Training and Development

Performance Appraisal

Compensation and Benefits

Safety and Health

Employee and Labor

Relations

Legal Considerations

Job Analysis for Teams

Job Analysis: A Basic Human Resource Management Tool


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Job Description

Difficult to have a perfect and fully inclusive JD as one

moves up in the hierarchy of the organization, a detailed

JD becomes very difficult.

Most orgs would prefer not to describe the job fully,because employees would stick to it and not do anything

beyond

Supervisors job may become redundant

Rapid technological changes


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Job Description

A job description

Clarifies work functions and reporting relationships,helping employees understand their jobs.

Aids in maintaining a consistent salary structure.

Aids in Performance evaluations.

Is a set of well written duty statements containing actionwords which accurately describe what is being done.
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Duty statements

should focus on primary, current, normal, daily duties andresponsibilities of the position (not incidental duties, anemployees qualifications or performance, or temporaryassignments). Related or similar duties should be combined andwritten as one statement.

Should be a discreet, identifiable aspect of the workassignment, described in one to three sentences, and should be

outcome-based, allowing for alternate means of performing theduty, changes in technology, preferences of employees andsupervisors, and accommodations of workers with disabilities,without altering the nature of, and/or the duty itself.


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Writing a JD

Duties are to be listed in order of importance, not

necessarily frequency.

There is no need to group tasks/duties under sub headings,

however it is acceptable.

Commence each statement with a verb eg 'processes',

'maintains', 'records' etc, .

Avoid using the term 'responsible for' rather describe the

action e.g. 'obtains', 'coordinates' etc.


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Recruitment and Selection


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HR Processes An Employee Life Cycle


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Non Routine HR Functions

Culture Management

Change Management

Cross Cultural Issue Management

HR Audit

HR Accounting

Outsourcing of HR

VRS / Existing Employee Management / Succession

Planning


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HR Process Mapping

Business

PlanningHR Policy HR

Planning

Recruitment

Selection

Performance

Management

Compensation

Management

Talent

Management

Training

Development

HR SystemsData Mgmt

EmployeeRelations

OccupationalHealth and Safety


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Recruitment: Overall process of defining

jobs profiles and inviting applicants.

Selection: Specific process of narrowing

the focus and selecting the perfect fit

Definitions


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Manpower Planning

Business Needs

Financial Feasibility

Future Plans

Brand Name


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Manpower Planning

Why does the position exist?

Temporary Replacement

Permanent Replacement

Creation of new position


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Manpower Planning

Do we need to review the position?

Current and Ongoing need

Sufficient budget

Is the position description current

Appropriate current level Is a full time employee required?


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Manpower Planning

What about existing staff?

Do we have a succession plan for thereplacement?

Does the vacancy create career development

opportunities for existing people?

Recruitment and Selection process


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Business Plan

Related HR Plan

Competencies People

Compensation and Benefits

Numbers

Current : Budgeted and Actual

Future : Short Term and Long Term

Three Conditions

Current = Future

Maintenance B = A

Vacancy Filling B > A

Current > Future Redundancy Planning

Current < Future

Recruitment Plan


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Common Hiring Mistakes

Relying on an interview to evaluate a candidate

Using successful people as model

Using too many criteria

Evaluatingpersonality not job skills Using yourself as an example

Not using statistically validated data


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RECRUITMENT

Recruitment

Activities designed to attract a qualified pool of job

applicants to an organization.

Steps in the recruitment process:

Advertisement of a job vacancy.

Preliminary contact with potential job candidates.

Initial screening to create a pool of qualified applicants.


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Process Key Parameters

Process must be

Equitable

Objective

Open to scrutiny

Transparent

Merit based

Confidential


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RECRUITMENT METHODS

Recruitment methods:

External recruitment candidates are sought from outside

the hiring organization.

Internal recruitment candidates are sought from within

the organization.

Traditional recruitment candidates receive information

only on most positive organizational features.

Realistic job previews candidates receive all pertinent

information.



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Recruitment Plan

Position Description/Specifications Person Specifications

Method of Recruitment

Internal

Reference/Promotions/Transfers

External Advertisement

Where to advertise

Writing an advertisement

Consultants

Retainer Multiple

Internet

Receiving Applications and Screening/Filing



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Screening /Short-listing

Coding

Computer aided screening

Selection Tools

Written Tests

Group Discussions

Interviews

Assessment Centres

Reference Checks

Offer Joining


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Steps in recruitment process

Process is interlinked and interdependent with otheractivities

Employee planning and work analysis

Deciding on the number of vacancies and selecting asource

Advertising vacancies

Screening the applicants

Filling vacancies

S r f r r it t


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Sources of recruitment

Internal and External sources

Internal source

Selecting suitable candidate from among thecurrent employees in an organization

Employee referrals, promotions from within, succession

planning.

Advantages:

Builds employee morale

Involves less cost than booking for outside

Facilitates people to be places in the middle and top level

positions


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Walk in/write inAdvertising

Private placement agencies

Governmentemployment exchanges

Campus recruitment

Head hunters

Military

Professional associations

External source of recruitment


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Recruitment thru internet

Advantage is wide publicity and a chance for a largenumber of applicants to choose

Best method to be assessed depends upon:- Cost per hire

- Number of resumes

- Time-lapse between recruitment and placement ratio

- Applicant performance and turnover

Electronic recruiting

R i f l


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Planning ahead

Clarity in job requirements

Identify a good source of recruitment

Screening and interviewing

Providing challenging work

Focus on compensation and working conditions

Retention of employees

Initiate recruitmentrequest

Recruitment


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Review & approval

by level 5 and

above managers

Approvalreceived

Yes

No

References Advertise/Agencies

Screening

Profiles

EligibleProfiles

found

Yes

No

Is written

test

required

No

Yes

Conduct

Written

test

Arrange & conduct

Interviews

Qualified/Short listed

NOYes

Intimate to the

candidate about not

short listed/selected

Qualified/Short listed

Yes

No

Final selection

Selected

Yes

Send offerletter

Yes

No

Intimation to theOriginal

requester

A

A

A

A

Recruitment

Flow Chart

SELECTION


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SELECTION

Selection

Choosing from a pool of applicants the person orpersons who offer the greatest performancepotential.

Selection Steps Completion of a formal application form.

Interviewing.

Testing.

Reference checks. Physical examination.

Final analysis and decision to hire or reject.

STEPS IN THE SELECTION PROCESS


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Step 1application forms

Declares individual to be a job candidate.

Documents applicants personal history andqualifications.

Personal rsums may be included.

Applicants lacking appropriate credentials arerejected at this step.



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Step 2interviews

Exchange of information between job candidate

and key members of the organization. Opportunity for job candidate and organizational

members to learn more about each other.



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Step 3 employment tests

Used to further screen applicants by gathering

additional job-relevant information.

Common types of employment tests: Intelligence

Aptitude

Personality

Interests



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Criteria for selection devices:

Reliability

The selection device is consistent in measurement.

Validity

There is a demonstrable relationship between a persons

score or rating on a selection device and his/hereventual job performance.



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Behaviorally-oriented employment tests:

Assessment center

Evaluates a persons performance in simulated work

situations.

Work sampling

Evaluates a persons performance on actual job tasks.



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Step 4 reference and background checks Inquiries to previous employers, academic

advisors, coworkers and/or acquaintancesregarding applicants:

Qualifications.

Experience.

Past work records.

Can better inform potential employer.

Can enhance candidates credibility.



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Step 5 physical examinations

Ensure applicants physical capability to fulfill job

requirements. Basis for enrolling applicant in life, health, and

disability insurance programs.

Drug testing is done at this step.



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Step 6 final decision to hire or reject

Best selection decisions will involve extensive

consultation among multiple parties.

Selection decision should focus on all aspects of

the candidates capacity to perform the designated

job.


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SOCIALIZATION & ORIENTATION

Socialization

Process of influencing the expectations, behavior,

and attitudes of a new employee in a way

considered desirable by the organization.Orientation

Set of activities designed to familiarize new

employees with their jobs, coworkers, and keyaspects of the organization.

Ind ction


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Induction

Induction is the process that introduces an

employee to the organization

It is usually the responsibility of the HR

department to conduct induction process


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Immediate supervisor might introduce the following

steps:

Welcomes the newcomer

Explains the overall objectives of the company and his

role

Shows the location or place of work

Hands over the rule book or job descriptions

Provides details about training and promotional

advancements

Discusses working conditions


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Topics that are usually covered are:

Organizational issues:

History of that company

Layout and physical facilities

Products/services offered

Overview of the company procedures

Disciplinary procedures

Probationary period

Employee benefits


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Pay scales

Vacations, holidays

Schedules

Counseling

Other benefits

Training opportunities

Employee benefits


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The Insider-Outsider Passage

Socialization, or onboarding is a process ofadaptation to a new work role

adjustments must be made whenever individualschange jobs

the most profound adjustment occurs when an

individual first enters an organization, i.e., outsideto inside


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The Assumptions of Employee Socialization

socialization stronglyinfluences

employee performanceand organizational stability

socialization does not occurin a vacuum

new members

suffer anxiety

individuals adjust to newsituations in similar ways

1

43

2


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The Socialization Process

Prearrival Individuals arrive with a set of values, attitudes,

and expectations developed from previous experience and the

selection process.

Encounter Individuals discover how well their expectations

match realities within the organization. Where differences exist,

socialization occurs to imbue the employee with the

organizations standards.

Metamorphosis Individuals have adapted to theorganization, feel accepted, and know what is expected of them.


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The Insider-Outsider PassageThe Socialization Process

Productivity

Commitment

Turnover

Outcomes

MetamorphosisEncounterPrearrival


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Employee HandbookHRs permanent reference guide:

the employee handbook.

a central source for teaching employees company missionhistory, policies, benefits, culture

employers must watch wording and include a disclaimerto avoid implied contracts

The Purpose of New-Employee


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The Purpose of New Employee

Orientation

Top management is often visible during the newemployee orientation process.CEOs can

1. welcome employees2. provide a vision for the company

3. introduce company culture4. convey that the company cares about employees5. allay some new employee anxieties

HR has a dual role in orientation.

Coordinating Role: HRM instructs new employees when and where toreport; provides information about benefits choices.Participant Role: HRM offers its assistance for future employee needs

(career guidance, training, etc.).

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