THE CONCEPT OF BEST FIT

EMPLOYEE

Unit - II

-I. Arul Edison Anthony Raj,MBA, M.Phil., PGDIB, ADHRM(UK).Assistant ProfessorE.G.S. Pillay Engineering College, Nagapattinam.

HR PLANNING

Human resource planning (HRP):

The Process of systematically

reviewing human resource

requirements to ensure that the

required numbers of employees, with

the required skills, are available

when and where they are needed.

Definition of HR Planning

According to Leon C. Megginson, human resource planning is “an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.”

Objectives of HR Planning

The important obj., of manpower planning

in an org., are: To recruit & retain the human resources of required

quantity and quality.

To foresee the employee turnover and make the

arrangements for minimizing turnover and filling up of

consequent vacancies.

To foresee the impact of technology on work, existing

employees & future human resource requirements.

Cont.,

To improve the standard, skill, knowledge, ability,

discipline, etc.

To minimize imbalances caused due to non-

availability of human resources of the right kind,

right number in right time and right place.

HUMAN RESOURCE PLANNING PROCESS

Human Resource Planning

Forecasting Human

Resource Requirements

Comparing Requirements & Availability

Forecasting Human

Resource Availability

Demand=

Supply

No Action

Surplus of

Workers

Restricted Hiring, Reduced Hours,

Early Retirement, Layoffs,

Downsizing

Recruitment

Shortage of Workers

Selection

Cont.,

Process of HRP consists of the following steps:

Analyzing the corporate & unit level strategies.

Demand Forecasting: Forecasting the overall human resource

requirements in accordance with the organizational plans.

Supply Forecasting: Obtaining the data & information about

the present inventory of human resource and forecast the

future changes in the human resource inventory.

HUMAN RESOURCE FORECASTING

Human resource forecasting is the process by which an organization estimates it future human resource needs.

ForecastingForecasting

Human Resource human humanForecasting resource

resourcedemands supplies

Ranges of HR Forecasting

Human resource forecasting may be categorized

into three based on the time frame, as:

Short range forecasting (0 – 2 years),

Intermediate range forecasting (2 – 5 years),

and

Long range forecasting (beyond 5 years).

Human Resource Forecasting Techniques

Zero-base forecasting:

A method for estimating future employment needs

using the organization’s current level of employment

as the starting point.

Bottom – up approach:

A forecasting method beginning with the lowest

organizational units and progressing upward through

an organization ultimately to provide an aggregate

forecast of employment needs.

Cont.,

Simulation:

A technique for experimenting with a real –

world situation by means of a mathematical

model that represents the actual situation.

▪ What would happen if we put 10 percent of the

present workforce on overtime?

▪ What would happen if the plant utilized two shifts?

Three shifts?

Forecasting Human Resource Requirements

An estimate of the number and kinds

of employees an organization will

need at future dates to realize its

stated objectives.

Demand forecasting of the overall HR Requirements

Managerial Judgment:

Under this method, managers decide the

number of employees required future

operations based on their past

experience.

Cont.,

Statistical techniques include:

Regression analysis, Ratio-trend analysis

and econometric models

Cont.,

Work study techniques:

Under this method, total production & activities in term

of clear units are estimated in a year.

Then man-hours required to produce each unit is

calculated.

Later, the required number of employees is calculated.

SUPPLY FORECASTING

The future supply of human resources is to

obtain the data and information about the

present human resources inventory.

Existing Inventory: The data relating to

present human resources inventory in terms of

human resources components, number,

designation-wise and department-wise should

be obtained.

Recent Trends in HRP

Outsourcing: Most of the org., started to plan

for outsourcing human resources rather than

HRP in order to

Reduce the cost of human resources

Avoid the difficulties in human resources mgt., &

Reduce the negative implications of overstaffing.

JOB ANALYSIS Job analysis is a systematic

process of gathering and making certain judgments about all of the important information related to the nature of the job.

Job analysis is a systematic way to gather and analyze information about the content of jobs, human requirements, and the context in which job are performed.

Cont.,

Job Analysis

A process for obtaining all pertinent job facts

Job Description

A statement containing items such as• Job title• Job code• Location• Job summary• Job duties• Working conditions• Approvals

Job Specification

A statement of the human qualifications necessary to do the job. Usually contains items such as• Education & Experience• Aptitudes• Physical efforts• Physical skills• Communication skills• Emotional characteristics

Definition

Job analysis may be defined

as the process of studying

and collecting information

relating to the operations and

responsibilities of a specific

job.

Cont.,

Job analysis provides answers of the

following aspects of the job: What a worker does? (Worker functions)

How a worker does it? (methods and techniques)

What aids are necessary? (machines, tools, equipment's)

What is accomplished? (products/services produced)

What knowledge, skills, abilities are involved?

(qualifications required)

Job Analysis Terminology

Job element: It is the smallest unit into which work can be divided.

Task: It is a distinct work activity carried out for a distinct purpose.

Duty: Its defined area of work (duty in a number of tasks).

Position: It is the set of tasks & duties performed (each person in an org., has a position).

Cont.,

Job: Duties and responsibilities. Job family: A group of two or more

jobs that have similar job duties.Occupation: It refers to a general

class of jobs.Career: Sequence of jobs that an

individual has held throughout his or her working life.

Job description*: Statement of duties & responsibilities of a specific job.

Cont.,

Job Specification: It is a statement of

min acceptable human qualities necessary

to preform a job properly.

Job Classification: Specified basic such

as kind of work or pay.

Job evaluation: Determining the worth of

a job in relation to other jobs.

Purpose of Job Analysis

Preparation of job descriptions

Writing job specification

Legal compliance

Job design

Recruitment

Cont.,

Selection

Performance appraisal

Training and development

Career planning and development

Compensation and benefits

Safety and health

Job Analysis Techniques

Observation method Interview method Structured questionnaires method Employee diary / log method Technical conference method Structured analysis

Position analysis questionnaire (PAQ) Functional job analysis (FJA)

Combination method.

JOB DESCRIPTIONS

Job description is a written description

of what the job entails.

It is a written statement of the content

of a job which is derived from he job

analysis. It states what the job holder

does, how it is done, under what

conditions it is done and why it is done.

JOB SPECIFICATIONS

A job specification is a document

which states the minimum

acceptable human qualities

necessary to perform the job

successfully.

Actually, the job specification

evolves from the job description.

RECRUITMENT

The process of attracting individuals

on a timely basis, in sufficient

number, and with appropriate

qualifications, and encouraging them

to apply for jobs with an

organization.

Some people use the term

‘recruitment’ for employment.

Definition

According to Edwin B. Flippo defined

recruitment as “the process of

searching for prospective employees

and stimulating them to apply for

jobs in the organization”

Objectives

To infuse fresh blood at all levels of the org.,

To induct outsiders with a new perspective

to lead the company,

To search or head hunt / head pouch people

whose skills fit the company’s values,

To search for talent globally and not just

within the company,

RECRUITMENT PROCESSEXTERNAL ENVIRONMENTINTERNAL ENVIRONMENT

Human Resource Planning

Alternatives to Recruitment

Recruitment

Internal Sources

Internal Methods

External Sources

External Methods

Recruited Individuals

ALTERNATIVES TO RECRUITMENT

Outsourcing: Transferring responsibility

for an area of service and its objectives to

an external provider.

Contingent Workers: Work as Part timers,

temporaries, or independent contractors,

Professional employer organization

(PEO): Employee Leasing

SOURCES OF RECRUITMENT

Sources of Recruitment

Traditional Sources

Modern Sources

Internal InternalExternal

External Job Posting Campus Employee Walk-in

Application Job Bidding Recruitment Referrals Consult in Re-trenched / Private Employment Head Hunting Retired Employees Agencies/Consultants Body shopping Dependents of Deceased Public Employment Mergers and Disabled, Retired Exchanges Acquisitions and present Professional Tele Employees AssociationsRecruitment

Data Banks OutsourcingCasual Applicants Job FairSimilar Advertisingorganizations / CompetitorsTrade Unions

SELECTION The process of choosing from a

group of applicants those individuals

best suited for a particular position

and organization.

Definition According to P Subba Rao defines, after

identifying the sources of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. The obvious guiding policy in selection is the intention to choose the best qualified and suitable job candidate for each unfilled job.

Essentials of Selection Procedure

Someone should have the authority to

select. This authority comes from the

employment requisition, as developed by an

analysis of the work-load and work-force.

There must be a sufficient number of

applicants from whom the required number

of employees may be selected.

Organization for Selection

The manner in which tasks &

responsibilities for accepting or

rejecting candidates should be

shared by line & staff executives

must be laid down.

The personnel development should

eliminate unsuccessful candidates.

Cont.,

Line executive is ultimately vested

with the authority either to accept or

to reject a candidates.

The personnel officer has a duty to

see that the right types of personnel

are selected and placement is done

wisely.

SELECTION PROCEDURE

Selection procedure employs several

methods of collecting information about

the candidate’s qualifications, experience,

physical & mental ability, nature and

behaviour, knowledge, aptitude & the like

of judging whether a given applicant is

suitable or not for the job.

Cont.,

The selection procedure is not a

single act but is essentially a series

of methods or stages by which

different types of information can be

secured through various selection

techniques.

Steps in Scientific Selection Process

Development of Bases for Selection

Application / Resume / CV / Bio-data

Written Examination

Preliminary Interview

Business Games

Tests

Final Interview

Medical Examination

Reference Checks

Line Manager’s Decision

Job Offer

Employment

Job Analysis

Human Resource Plan

Assess the Fit b/w the Job & the Candidate

Recruitment

PLACEMENT

When once the candidate reports for

duty, the organization has to place

him initially in that job for which he

is selected.

Immediately the candidate will be

trained in various related jobs during

the period of probation of training or

trail.

Cont.,

The organization generally decides the

final placement after the initial training is

over on the basis of the candidate’s

aptitude and performance during the

training / probation period.

Probation period generally ranges

between six months to two years.

Cont.,

If the performance is not satisfactory, the

organization may extend the probation or

ask the candidate to quit the job.

If the employee’s performance during the

probation period is satisfactory, his

services will be regularized & he will be

placed permanently on a job.

Employee Placement Process

Collect details about the employee

Construct the employee’s profile

Match between sub-group profile & individual’s profile

Compare sub-group profile to job family profile

Match between job family profile and sub-group profile

Assign the individuals to the job family

Assign the individual to specific job after further counselling &

assessment.

Problems in Placement

Employee expectations

Job expectation / description

Change in technology

Change in technology

Changes in organizational structure

Social and psychological factors

How to Make Placement Effective

Job rotation

Teamwork

Training and development

Job enrichment

Empowerment

INDUCTION / ORIENTATION

Introducing the new employee who is

designated as a probationer to the

job, job location, surroundings,

organization, organizational

surroundings and various employees

is the final step of employment

process.

Cont.,

“Induction is the process of receiving

and welcoming an employee when

he first joins a company and giving

him the basic information he needs

to settle down quickly and happily

and start work”.

Purposes of Orientation

To create a favorable impression

To reduce anxiety and hazing

To develop realistic job expectations

To reduce start-up costs

To save time and effort

To improve new worker productivity

To reduce turnover

To reduce conflict

To strengthen organization culture

Orientation Process

General orientation (by the staff of

the HR department)

Specific orientation (by the job

supervisor) &

Follow-up orientation (by either

the HR department or the

supervisor)

SOCIALIZATION

Socialization strategies is used for

orienting new employees

Orientation is a narrow term (only a small

part of the overall socialization process).

Socialization may be defined as a process

of adaptation to a new culture of the

organization.

Cont.,

When one begins a new job, or

accept a lateral transfer, or get a

promotion, one is required to

understand the new dynamics, new

environment, different work

activities, a new boss, etc., and

adapt accordingly.

The socialization addresses these

issues.