EFFECTIVE

ACQUISITION

UNIT II

Resource Person:
Sudhir Bogati
 JOB ANALYSIS

• The procedure for determining the duties and skill requirements of a job and the kind of person who
should be hired for it. Gary Dessler

• In finer terms, Job Analysis means an in-depth examination and evaluation of a particular Job.

• Job Analysis is carried out to pick the appropriate candidate from some applicants who is best suited
for the concerned job.

• The importance of Job Analysis in an organization is as under:

 Performance Appraisal
 Compensation Management
 Job Re-engineering
 Health and Safety
 Job Evaluation
 JOB DESCRIPTION
• Job design is an attempt to create a match between job requirements and human attributes.
• Job Description is an explanatory prospectus which records the job facts which are appropriate as well
as authorised.
• It usually contains the following content:
 Introduction of job
 Designation (Job Title)
 Job Summary
 Duties and Responsibilities
 Training details
 Authorities
 Salary Range
 Reporting authority
 Performance Standards
 JOB SPECIFICATION

• A list of job’s “ human requirements “, i.e, the requisite education, skills, personality and so on.
• It is a statement of summary of personnel requirements for a job.
• It may also be called “standard of personal for the selection”
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified candidates for

a particular job.

OR

The Process of discovering potential candidates.

 RECRUITMENT IS A TWO
WAY STREET

Applicants are
Organization is
Looking for the
Looking for a Potential
RECRUITMENT
Qualified Emplacement
Applicants Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal

Acquire Employment Experience
or external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during Selection

Make Offer
process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 STRATEGIC RECRUITING DECISIONS

 How Many Employees

Needed
HR PLANNING  When Needed
DECISIONS  KSAs Needed
 Special Qualifications

 Where to Recruit:
Internal/External
STRATEGIC  Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS  Nature of Job Requirements

 Advertising Choices
DECISIONS ON
 Recruiting Activities
RECRUITING
SOURCES/METHODS
 STRATEGIC RECRUITING DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous, predictable, and scheduled
employment of six months' duration or longer. Regular employment
1. REGULAR EMPLOYMENT
may be full time or part time.

Full-time employment consists of a regular schedule of 37.5 hours per

week. Part-time employment consists of a regular schedule of less than
2. FULL-TIME OR PART-TIME
37.5 hours per week.

Perform specific services on a contract basis used in a number of areas,

3. INDEPENDENT
including building maintenance, security, and advertising/public
CONTRACTORS relations.
An employer signs an agreement with an employee leasing company,
after which the existing staff is hired by the leasing firm and leased
back to the company. For a fee, a small business owner turns his or her
4. PROFESSIONAL EMPLOYER staff over to the leasing company, which then writes the paychecks,
ORGANIZATIONS AND EMPLOYEE pays the taxes, prepares and implements HR policies, and keeps all the
LEASING required records.
 STRATEGIC RECRUITING DECISIONS CONT . . .

This is based on “try before you buy” approach . Employers

who use temporary employees can hire their own temporary
5. TEMPORARY WORKERS staff or use agencies supplying temporary workers. Such firms
supply workers on a rate-per-day or per-week basis.

Seasonal employees are hired to work on a part-time basis by

companies that need extra help during a particular season,
6. SEASONAL EMPLOYEES
typically the Christmas season or crops harvesting.
 SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT

Job Posting &

Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT CONT . . .

Schools Colleges &

Universities

Labor
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
 INTERNET RECRUITING METHODS

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer Web
Sites
CONSTRAINTS ON RECRUITMENT

Image of the
Company

Attractiveness
of Job

Internal
Organizational Policy

Recruitment Cost
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT

SELECTION
 SELECTION

1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.

Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.
 BASIC SELECTION
CRITERIA

Formal Education

Experience and Past Performance

BASIC
SELECTION
CRITERIA Physical Characteristics

Personality Characteristics
 Recruitment for
permanent &
RECRUITMENT & SELECTION PROCESS
temporary employees
Offer
Assessme nt
Acceptance
6-8 weeks center, test &
Consist of 7 interviews
key elements Yes No

Recruitment If offer is not

Identify
hiring forwards accepted, rec
need and Candidate the accepted ruitment
Finalizati on &
prepare
offer approval
offer to reserves the
hiring plan
concerned right to
regional withdraw offer
Prepare
operations.
No
Job Yes Offer
Description placement

Sourcing
and Offer Recruited
vacancy email is
sent to or
announce
ment selected Rejected
candidate
Screen
and
shortlist
applicant
 SELECTION METHODS

The Three most Common Methods

used are:

1. Testing

2. Gathering Information

3. Interviewing
SELECTION METHODS/TYPES CONT
1. TESTING ...
Tests measure knowledge, skill, and ability,
as well as other characteristics, such as
personality traits.

TESTING TYPES

Work
Cognitive Personality Physical Integrity
Ability Test Ability Test
Drug Test Sample
Test Test
Testing
 4. Integrity Testing 6. Drug Testing
Normally requires
It is designed to assess
applicants to provide
the likelihood that TESTING
TYPES required sample that is
applicants will be
tested for illegal
dishonest or engage in
substances.
illegal activity.

5. Work Sample Testing

Measures performance on
some element of the job.
 2. INFORMATION GATHERING:

Common methods for gathering information include

application forms and résumés, biographical data, and
reference checking.
  Generally ask for information such as
Application address and phone number, education, work
experience, and special training.
Forms
and  At the professional-level, similar information
Résumés is generally presented in résumés.

Biographical  Historical events that have

Data shaped a
person’s behavior and identity.

 Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
about the applicant Issues with reference
Checking checking
3. INTERVIEWS:
 The interview is the most frequently used
selection method.
 Interviewing occurs when applicants respond
to questions posed by a manager or some
other organizational representative
(interviewer).
 Typical areas in which questions are posed
include education, experience,
knowledge of job procedures, mental ability,
personality, communication ability, social
skills.
 Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
 SELECTION METHODS CONT . .
.
1. Structured 2. Unstructured
Interviews Interviews
Uses a list of predetermined
questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured
interviews.

SITUATIONAL BEHAVIORA
INTERVIEW L • This allows the interviewer
•In which the INTERVIEW to probe and pose different
•In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant
would do in a applicant’s
hypothetical behavior in past
situation situations.
FIVE EFFECTS OF BAD RECRUITMENT

Lacks
Skills to do
the job

Not team
Player Not my job
Problems w ith syndrome
c o/worker s

Bad Hire

Part of the
Un-Professional problem
Not the
solution
 INTRODUCTION

• “ Orientation is the planned introduction of new employees to their jobs,

their co-workers and the organization.”
• It is the process of introducing a new situation or environment
• Program for briefing new employees on introduction of organization, benefit
programs, rules and regulations and provide them with an Employers’
Handbook of the policies and practices of the organization.
 PURPOSE

• Making employees comfortable

• Reduce their anxiety
• Adjust themselves to the new environment
• Providing them information about their job

An orientation programme may be

• Formal or Informal
• Individual or Collective
• Serial or Disjunctive
 FORMAL VS. INFORMAL ORIENTATION

Formal Orientation Informal Orientation

Formal orientation has a structured programme. In informal orientation employees are directly put on job.

Formal programme helps a Informal programme

new hire in acquiring a promotes innovative ideas.
known set of standards Choice depends on
management’s goals.
 INDIVIDUAL VS. COLLECTIVE ORIENTATION
Individual Collective

• Individual orientation • collective orientation is likely

preserves individual to develop homogenous
differences. views.
• Individual orientation is • Collective orientation is less
expensive and time time consuming.
consuming.

• smaller firms go for individual programmes. • Large firms normally have collective orientation.
 OBJECTIVES

1. To help new staff form positive first impressions, that

he/she belongs to the company, feels welcome and
supported;
2. To assist in understanding the culture and values;
3. To improve staff efficiency, work standards, revenue and
profits;
4. To improve staff morale
 ORIENTATION CONVEYS 4 TYPES OF
INFORMATION

1. General information about the daily work routine

2. A review of the organization's history, founding fathers, objectives,
operations and products or services,
3. As well as how the employee’s job contributes to the organization's needs;
and
4. A detailed presentation, perhaps, in a brochure, of the organization's
policies, work rules and employee benefits
 PROBLEMS OF ORIENTATION

1. Busy or Untrained supervisor

2. Too much information
3. Overloaded with paperwork
4. Given menial tasks
5. Employee thrown into action soon
6. Wrong perceptions of employees
 PLACEMENT

• “ Placement refers to the allocation of people to jobs. It includes initial

assignment of new employees and promotion, transfer or demotion o
• Placement involves assigning a specific job to each one of the selected
candidates f present employees.”
• A proper placement of a worker reduces employee turnover, absenteeism
and accident rates, and improves morale.
 SIGNIFICANCE OF PLACEMENT

1. It improves employee morale.

2. It helps in reducing employee turnover.
3. It helps in reducing absenteeism.
4. It helps in reducing accident rates.
5. It avoids misfit between the candidate and the job.
 PLACEMENT PROBLEMS

1. Should look at the individual and not the job

2. The individual does not work independent
3. We must be careful while placing the individuals

PLACEMENT PROBLEMS (Related or depends on the type of “job”)

Jobs may be classified into 3 kinds
I. Independent
II. Sequential
III. Pooled
 WHAT IS FORECASTING?
 Human resource forecasting is all about estimating the future demand and
supply of human resources in an organization.
 Process of predicting a future event based on historical data
 Educated Guessing
 Underlying basis of all business decisions
 Production
 Inventory
 Personnel
 Facilities
 IMPORTANCE OF FORECASTING IN ORGANIZATION

• Finance needs forecasts to project cash flows and capital requirements.

• Humanresources need forecasts to anticipate hiring needs.
• Production needs forecasts to plan production levels, workforce,
material requirements, inventories, etc.
• Manufacturers also forecast worker absenteeism, machine availability, material costs,
transportation and production lead times, etc.
Forecasting During the Life Cycle
 BENEFITS OF HR FORECASTING

1. Prevent understaffing and disruption to operations.

2. Prevent overstaffing and subsequent costs of employee layoff.
3. Allow efficient and effective use of other HR functions.
 SUCCESSION PLANNING
• Succession Planning is the process of training & preparing employees in an
organization so that there will always be someone to replace an employee who leaves.

• In other words…
The continual business of monitoring and developing internal talent to assure that
employees have the knowledge, skills and abilities necessary to succeed in future
leadership roles.

PRESENT TALENT = FUTURE TALENT

• Reasons for Succession Planning

1. Identify Highly Talented Individuals
2. Promoting Employee Development
3. Refining Corporate Planning
4. Establishing the Talent Pool
 HUMAN RESOURCES PLANNING
• Human Resources planning is a process by which management determine how the organization should move
from its current manpower position to its desired manpower position.
• HRP ensures that the organization has:
– Right Number – Right Kind – Right Place – Right Time

It involves:
 Identifying and acquiring the right number of people with the proper skills
 Motivating them to achieve high performance
 Creating interactive links between business objectives and resource planning activities
 IMPORTANCE OF HRP
1. FUTURE PERSONNEL NEEDS
• Surplus or deficiency in staff strength
• Results in the anomaly of surplus labor with the lack of top executives
2. COPING WITH CHANGE
• Enables an enterprise to cope with changes in competitive forces, markets, technology,
products & government regulations
3. CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel
• Succession planning
4. PROTECTION OF WEAKER SECTIONS
 SC/ST candidates, physically handicapped, children of the socially disabled & physically oppressed and
backward class citizens.

5. INTERNATIONAL STRATEGIES
 Fill key jobs with foreign nationals and re-assignment of employees from within or across national borders

6. FOUNDATION FOR PERSONNEL FUNCTIONS

 Provides information for designing & implementing recruiting, selection, personnel movement(transfers,
promotions, layoffs) & T&D

7. INCREASING INVESTMENTS IN HUMAN RESOURCES

 Human assets increase in value

8. RESISTANCE TO CHANGE AND MOVE

 Proper planning is required to do this
 HRP IN NEPAL

• Analysis is in its infancy

• Fire-fighting tendencies
• Knowledge base (ad-hoc, guess work)
• Short term planning
• Overstaffing (govt. & public organizations)
• Nepotism/ favoritism (private org.)
 HUMAN RESOURCE INFORMATION SYSTEM - HRIS

• HRIS is the composite of databases, computer applications, hardware and software that are used to record,
store, manage, deliver, present and manipulate data of human resource. Broderick and Boudreau (1992)
• Systematic way of storing data & information for each individual employee to aid planning, decision making
& submitting of returns and reports to the external agencies.
• COLLECTS ANALYZES information about PEOPLE & JOB REPORTS

HISTORY OF HRIS…..
1950`s - Virtually non-existent
1960`s - Only a few vendors.
1970`s - greater need in organizations.
1980`s – HRIS - reality in many organizations.
1990`s - Numerous vendors, specialties…
 FUNCTIONS OF HRIS LIMITATIONS

1. Create and maintain employee 1. Lack of management commitment

records 2. Failure to include key people
2. Ensure legal compliance 3. Lack of communication
3. Forecast and plan future HR 4. Failure to keep project team intact.
requirements
4. Reduces the manual work
5. Assist managers by providing the
relevant data.
 TYPES OF HRIS
1. OPERATIONAL HRIS
• Operational HRIS provides data to support routine and repetitive human resource decisions
• Information is detailed, structured, accurate and internal.

2. STRATEGIC HRIS
• Strategic HRIS helps top level managers to set goals and directions for organization.
• Gather and manage information from within and outside organization.

3. TACTICAL HRIS
• Supports management decisions emphasizing allocation of human resources.
• The decisions include recruitment decisions, job analysis and design decisions, training and development
decisions, and employee compensation plan decisions.
 REVIEW QUESTIONS

1. What effect is globalization having on labour demand and supply?

2. What is outsourcing? Why is it so controversial?
3. Describe the HR planning process.
4. Explain what is meant by a multigenerational workforce. What are the implications for HR management?
5. Which environmental factors will have the greatest impact on HR planning in the next five years?
6. How can HR planning help an organisation to achieve its strategic business objectives?
7. What is succession planning? Why is it important for an organisation to use succession planning?
8. What major demographic changes are likely to affect organisations in the near future?
9. How can HR planning help organisations to successfully deal with these changes?
10.What can an organization do when it isfaced with (a) a surplusofhuman resourcesand(b) a shortageof human
resources?
11.What are the characteristics of an effective exit management program?