April 30, 2022

Human Resources Management (HRMgmt)

Course Description
This course provides the students with an overview of the human resource management
functions. It intends to establish the relationship and strategic importance of human
resource management with the other functional areas of an organization. It includes an
extensive discussion of human resource planning, staffing, training and development,
compensation administration, performance management, and labor management relations

At the end of the course, the student will be able to:

 Discuss the

The HR Cycle

Management Process
 The five basic functions of planning, organizing, staffing, leading and controlling.

Functions and Activities of a HR managers

Plan Lead Organize Control Staff
 Set goals and  Get  Give each  Set standards  Recruit, select,
standards subordinates to subordinate a  Compare and train staff
 Develop rules do the work specific task performance  Evaluate
 and procedures  Maintain  Delegate  Take performance
morale authority corrective of staff
 Motivate  Setup channels action  Reward staff
subordinates of
communication
 Coordinate
work of
subordinates

The Manager’s Human Resource Management Jobs

 Human Resource Management (HRM)
 The policies and practices involved in carrying out the “people” or human
resource aspects of a management position, including recruiting, training,
appraising and rewarding

HR Aspects of a Manager’s Job

 Conducting job analyses (determining the nature of each employee’s job)
 Planning manpower needs and recruiting job candidates
 Selecting job candidates
 Orienting and training job candidates
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraisal performance
 Communicating (interviewing, counseling, disciplining)
 Building employee commitment
 Understanding employment laws
 Knowing employee health and safety issues
 Handle grievances and employment relations

Personnel Mistakes
 Hire the wrong person for the job
 Experience high turnover
 Your people not doing their best
 Waste time with useless interviews
 Have your company sued for discriminatory actions
 Have your company fined for unsafe practices
 Some employees think their salaries are unfair and inequitable relative to others in the
organization
 Allow a lack of training to undermine your department’s effectiveness
 Commit any unfair employment practices
Line and Staff Aspects of HRM
 Authority
 The right to make decisions, direct others’ work, and give orders

 Staff Authority (Advisory)

 The authority gives right to the HR manager to advise other managers or employees

 Line Authority (Superior-subordinate)

 The authority of managers to direct people in his or her own department

 Line Manager (Line Authority)

 A manager who is authorized to direct the work of subordinates and is responsible for
accomplishing the organization’s tasks

Line Managers’ HRM Responsibilities

1. Place the right person in the right job
2. Orient new employees
3. Train employees for jobs new to them
4. Improve the job performance of each person
5. Gain creative cooperation and developing smooth working relationships
6. Interpret the company’s policies and procedures
7. Control costs
8. Develop the abilities of each person
9. Maintain morale
10. Protect employee’s health and physical condition

Functions of the HR Manager

 Carries out 3 distinct functions
1. Line function
2. Coordination function
 HR managers also coordinate personnel activities, a duty often referred to
as functional control
 Coordinates HR activities and HR related issues (health and safety
practices)
3. Staff function
 Assisting and advising line managers is the heart of the HR manager’s job
 Advise and assist CEO and other managers to understand HR issues
(hiring employee, comply with safety rules)

Duties of HR Specialists
 Training Specialist
 Plan, organize and direct training
 Advice managers on training
 Job Analyst
 Collect information about jobs
  Prepare job descriptions
 Recruiter
 Collect information about job
 Interview and recommend suitable candidates
 EEO (Equal Employment Opportunity) Coordinator
 Investigates EEO grievances
 Examine HR practices for potential violations
 Compensation Manager
 Develop compensation plans
 Handle employee benefits program
 Employment relations specialist
 Advise managers on ER issues
 Negotiate with unions

Cooperative Line and Staff HR Management

 Some common practices
Line and Staff Involvement in Recruiting Line and Staff Involvement in Training
 Line manager describes the  Line managers describe what they
qualifications and skills that employees expect the trainings to be able to do
need to fill specific position  HR team designs a training program
 HR people take over. They interview, and helps line managers to administer
short-list applicants, and administer the
appropriate tests. Then they refer the
best applicants to the line managers.
 Line managers interview and select
those applicants whom they want

The Changing Environment of HR Management

 HR managers must be able to respond to changes that are happening every day
 Major changes or trends as follows:
 Globalization
 Tendency of companies to extend sales, ownership, or production to other
counties
 More competition –more pressure to be “word class” –lower costs and to
increase productivity of employees
 Example: Toyota produces cars in China, Thailand and many other
countries
 Technological advances
 Use of internet and information communication technology (ICT) to
increase competitiveness in business
 Enabled businesses to outsource their non-core activities to other countries
where costs are lower
 Causes changes in nature of work
 Changes in nature of work
  Caused by technological advances as well
 From manufacturing jobs to service jobs
 Usage of “non-traditional” workers –staff holding multiple jobs, or part-
time staff
 Changes in work force demographics
 Diversified workforce –staff employed are different race, religion,
nationality, gender, age and culture
 Challenge for HR managers
 Example: Workers from Bangladesh, China, India, Indonesia, Pakistan
and Thailand in Singapore’s construction sector

The Changing Role of HR Management

 Changes environment –HR managers to take on new responsibilities
 HR function more strategic
 Strategic planning
 The company’s long-term plan for how it will balance internal strengths and
weaknesses with its external opportunities and threats to maintain a competitive
advantage
 3 questions in strategic planning
 Current business position
 Future business position expected to be
 How to get position expected future business position
 Outsourcing HR Activities
 Computer-based systems easy to outsource HR activities by providing access to
service providers to the company’s HR information data based
 Example: Payroll, Benefits, Wellness programs and Employee Training
 High Performance Work Systems (HPWS)
 Integrated set of HRM policies and practices that together produce superior staff
performance
 Need to focus on performance
 Need fixed rule of items that comprises HPWS but should include:
 Employment security
05/14/2022

CHAPTER 3: Planning for Human Resources

HRM and COMPETITIVE ADVANTAGE

Linking HR Planning Practices to Competitive Advantage

Human Resource Planning
 “process of identifying and responding to organizational needs and charting new policies,
systems, and programs that will assure effective human resource management under
changing conditions”

 Objectives of Human Resource Planning

 Enable organizations to anticipate their future HRM needs
 To identify process that will help them meet those needs

 Benefits of HR Planning
 Aids in planning job assignments
 Helps cope with fluctuations in staffing
 Identifies recruiting needs
 Provides Other useful Information

Strategic Planning
 Determine the organizational mission
 Scan the organizational Environment
 Set strategic goals
 Formulate a strategic plan

 Step 1: Determine the organizational mission

 Mission statement
o organization’s overall purpose
o basic business scope and operations
 Answer questions
o Why does our organization exist?
o What unique contributions can it make?
 Step 2: Scan the Organizational Environment
 External Environment  Internal Environment
 Political  Structure
 Legal  Current mission
 Economic  Past History
 Social  Layers of management
 Technological  Span of control
 Industry  (Knowledge, Skills, Attitude)
KSAs of employees
 Step 3: Set Strategic Goals
 Desired Outcomes to accomplish mission
o Specific
o Challenging
 o Measurable

Formulate a Strategic Plan

 Courses of action to meet strategic goals
 Specific functional of departmental goals

Human Resource Planning

Getting the right People
At the right Place
At the right Time

Human Resource Planning

Demand Forecasting
 Statistical approaches to Demand Forecasting
1. Trend Analysis
1992 1993 1994 1995 1996
Sales 12,000 14,500 13,200 19,100 22,000
# of Emps 300 393 342 511 650

2. Ration Analysis
# of patients = 100
# of nurses = 25
Patient/nurse ration= 4/1

If there are 315 patients, how many nurses are needed?

 3. Regression Analysis

 When are Statistical Approaches to Demand Forecasting Appropriate?

 Stable environment
 Business factor can be predicted with some accuracy
 The relationship between workforce size and business factor remains
constant over time

 Judgmental Methods of Demand Forecasting

 Group brainstorming
 Sales fore estimates

Steps to Supple Forecasting

 Group positions by title, function, and level of responsibility
 Estimate within each job group how many of current employees remain, move to another
position, or leave the organization

Employee Flows in an Organization

Forecasting Labor Supply
Beginning Inventory 125
 Quits 5
 Retirements 2
 Demotions Out 1
Total 177
+Transfers in
+Promotions in
Forecasted Internal Supply 122

Dealing with an Oversupply of Personnel

 Freezing hiring
 Restrict overtime
 Retrain/redeploy
 Switch to part-time employees
 Used unpaid vacations
 Use a shorter workweek
 Use pay reductions
 Use sabbaticals
 Encourage early retirement

Dealing with an Undersupply of Personnel

 Hire additional workers
 Improve productivity through training
 Use overtime
 Add additional shifts
 Reassign jobs
 Use temporary workers
 Improve retention

Human Resource Information System

 Record, store, manipulate and communicate
 Information across wide graphic boundaries
 Access to many users

Typical Job Information

Job Information
 Position title
H
 

# of current vacancies
Qualification needed
R
 Place in career ladder I
 Salary range
 Replacement candidates
S
 Turnover rate

Typical Employee Information in an HRIS

 Biographical data  Payroll information
 EEO classification  Attendance data
 Education  Tax deduction information
 Date of Hire  Pension contributions
 Position held with co.  Turnover
 Salary history  Career interest/objectives
 Performance ratings  Specialized skills
 Training received  Honors and awards
 Prior work experience  Benefits received
 Developmental needs  Licenses and certifications

Purposes Served by an HRIS

 Make budget-related calculations
 Report turnover rates by department
 Track external candidates
 Track employee participations in each benefit option
 Track accruals of vacation days and sick leave

Intranets and Extranets

Line Manager and HR Planning
 Formulate unit and individual goals
 Ensure proper staffing at all times
 Improve retention by establishing good working relationships

The Role of the HR department in Planning for Human Resources

 Providing feasibility input strategic planning
 Developing and implementing HR plans
 Evaluating HR plans

Group 1 PPT

Human Resource Planning

 Continual process of systematic planning ahead in order to make the most use of an
organization’s most important asset –the quality employees.

Understanding HR Planning
 To maintain a steady supply of skilled employees
 To assist businesses in determining their needs and making plans to meet them
 To fulfill short-term staffing needs while also adapting to long-term changes in business
environment

Challenges of HR Planning
 Employees promoted
 Hs a family decide to have a vacation
  Near to retirement
 Settle to change career
 Have an outside pursuits
 Workers get sick

Plans must be
 Recruit and retain qualified personnel
 The top applicants are chosen, trained, and rewarded
 Deal with disagreements and absences
 Employees may promoted or let go

Importance of HR Planning
 HR Planning allow business to better maintain and target the right kind of talent to
employ
 HR Planning ensures the best fit between employees and jobs while avoiding man power
shortages or surpluses
 HR Planning is an important investment for any business as it allows companies to
remain both productive and profitable

Steps to HR Planning

1. Analyzing Labor Supply: The first step of HR Planning is to identify the company’s
current Human Resource Supply
2. Forecasting Labor demand: The second step requires the company to outline the future of
its workforce
3. Balancing Labor Demand with Supply: The third step in the HR Planning process us
forecasting the employment demand GAP analysis
4. Developing and implementing a plan: The answers to questions from the gap analysis
help HR how to proceed, which is the final phase of HR Planning process

Forecasting Technique in HR Planning

1. Analyzing Work Operations
 This task is all about assessing the current state of the company’s
operations in terms of efficiency, client centricity, and employee
productivity
2. Conduct a Detailed Job Analysis
 When conducting a detailed job analysis for each function of the company,
HR managers should list all policies and procedures required to complete
each task
3. Conduct Online Surveys
  A technique many HR managers use is to ask several experts in their
organization about their opinion on forecasting needs based on their
experience of managing employees
4. Use Society of HR Calculators
 Use calculators available from the HR Management website to calculate
metrics such as the “average length of service” and “90-day turnover”
rates based on your current HR data. Use this information to help predict
future staffing needs. A few specific calculations you can run include:
 Turnover rate
 Retention rate
 Overall cost of your workforce
5. Read Department of Commerce Reports
 The Department of Commerce has reported on workforce planning needs
that helps HR managers learn about trends and assist them in their
forecasting budgets for hiring, training, and payroll. These reports help
companies compete in the global marketplace
6. Document Forecasting Process
 By documenting forecasting process used, HR departments are able to
create more accurate forecasts in the future
7. Follow Forecasting Process Consistently
 Follow it consistently throughout your company is that all managers align
their forecast to your strategic directions, identify skills gaps, create action
plans to hire and retain skilled personnel and evaluate forecasts on an
ongoing basis
8. Trend Analysis
 It is a technique used in technical analysis that attempts to predict future
stock price movements based on recently observed trend data. Trend
analysis uses historical data, such as price movements and trade volume,
to forecast the long-tem direction of market sentiment
9. Ratio Analysis
 Ratio analysis compares line-item data from a company’s financial
statements to reveal insights regarding profitability, liquidity, operational
efficiency, and solvency. Ratio analysis can mark how a company is
performing over time, while comparing a company to another within the
same industry or sector
10. Scatter Plot
 A scatter plot (aka scatter chart, scatter graph) used dots represents values
for two different numeric variables. The position of each dot on a
horizontal and vertical axis indicates values for an individual data point.
Scatter plots are used to observe relationships between variables.
CHAPTER 4: Job Analysis

HRM and COMPETITIVE ADVANTAGE

Linking HR Planning Practices to Competitive Advantage

Uses of Job Analysis

Job Analysis Decisions

 What type of Information will be collected?
 How will information be collected?
 How will the information be recorded or documented?

Job Analysis Information

 Job Content Information: Assemble boxes
 What the worker does
 The purpose of the action
 The tools, equipment, or machinery used in the process
 Task importance
 Expected performance levels
 Training needed
 Job Context: Plant assembly line
 Reporting relationships
 Supervision received
 Judgment
 Authority
 Personal contacts
 Working conditions
 Physical demands
 Personal demands
  Work Requirement: Knowledge, Skills, Abilities
 Knowledge
 Skills
 Ability
 Personal characteristics
 Credentials

How to Gather Job Information

 Interviews
 Observation
 Questionnaires

Job Analysis Interview

Strengths of Job Analysis Interview

 Most frequently used
 Can be used to collect all types of job analysis information
 The only way to collect some types of job analysis information

Weakness of Job Analysis Interview

Incumbents may inflate their jobs
May reveal only a superficial view of the job
Time consuming

Job Analysis Observation

Job Analysis Observation Strengths

 Can determine real rather than estimated time spent on tasks
 Not subject to self-report biases or misunderstandings
 Can check consistency of results by comparing notes
 Useful for complex jobs
 Useful for identifying subtasks

Job Analysis Observation Weaknesses

  Irregularly performed tasks are difficult to capture.
 Not all tasks are observable.
 Some workers behave atypically when observed.

Job Analysis Questionnaires

Types of Job Analysis Questionnaires

 Job analysis inventory
 Task inventory
 Ability inventory

Job Analysis Questionnaires Strengths

 Can get information from several people simultaneously
 Information can be collected quickly
 Can be used to group jobs
 Can be used to determine workers' training needs

Job Analysis Questionnaires Weaknesses

• Limited applicability
• Bias and self-inflated responses are possible

Determining How Job Analysis Information will be Recorded

 Job descriptions---general purpose
 Job Identification
 Job Summary
 Essential Functions
 Job Specifications
 Job descriptions---special purpose
 Ability Requirements Approach
 Position Analysis Questionnaire
 Critical Incident Technique
 Versatile Job Analysis

General Purpose Job Description

Strengths Weaknesses
 Vital HRM tool • Brief Deficient for some purposes
 Can be used for many purposes

VERJAS
  Duties
 Tasks
 Task ratings
- importance
- needed training
 Job context
 Competencies

Ability Requirements Approach

 Mental abilities
 Perception abilities
 Psychomotor abilities
 Physical abilities
 Sensory abilities

Ability Requirement Approach

Strengths Weaknesses
 Useful for employee selection  Information limited in scope
 Can be used to set medical standards  Does not provide job context
for jobs information
 Comprehensive & research based  Does not specify knowledge & skills
needed for a job

Position Analysis Questionnaire

 Job
 Decision, communicating & general responsibilities
 Operating machines & equipments
 Work environment
 Clerical-related activities
 Technical-related activities
 Service-related activities
 Work schedules
 Routine repetitive activities
 Aware of work environment
 Physical activities
 Supervising, directing, estimating
 Public/customer contacts

Position Analysis Questionnaire

Strengths Weaknesses
 Useful for compensation  Not as useful for grouping jobs for
  Can group jobs into "families" selection
 Versatile  Does not identify tasks or skills

How to Obtain Critical Incidents

 Think of a specific performance incident that gave you some feeling about how well an
individual was doing his/her job
 What were the circumstances leading up to the incident?
 What specifically did the individual do that made you feel he/she was a good. average, or
poor performer?

Critical Incidents
Strengths Weaknesses
 Useful for identifying selection criteria  Does not provide a complete job
 Useful for identifying training needs description
 Time consuming

Line Managers and Job Analysis

 Help complete the job analysis.
 Implement job analysis results.
 Communicate job responsibilities.
 Review and maintain accuracy of job descriptions.

When Managers do Job Analysis

1. State the purpose of the interview.
2. Structure the interview.
3. Steer the interview.
4. Record the interview.
5. Close the interview.

Documenting Job Analysis Information with VERJAS

1. Identify duties.
2. Identify tasks.
3. Evaluate tasks.
4. Evaluate job context.
5. Evaluate worker competencies (worker requirements).

HRM Department and Job Analysis

 Gain upper management support.
 Plan and implement the job analysis project.

Planning and Implementing Job Analysis Project

  Determine goals and objectives.
 Choose methods for collecting and recording job analysis information.
 Select subject-matter experts.
 Gather data.
 Establish a project schedule.
 Document the data.
 Disseminate the information.
 Manage the study.

Group 2 PPT

Job Organization and Information

 Job Analysis, Job Design and Evaluation
 “Job Organization and Information”. It is the analysis and evaluation of each job
that exists within the organization. It is a detailed, organized and systematic study
of jobs

 Who does this process?

 Human Resource Department Administrative Office Consultant / Job Analyst
 Formulation of the Organization Philosophy
 Job Organization and information
 Recruitment of Staff and Workers

Process Model of Job Organization and Information

Job Analysis
 Gathering and analyzing information about the content, context, and human
requirements of jobs
 Job analysis is the basis for all human resource practices because the process set
up how employees are hired, trained and developed, evaluated, and compensated
 Distinction among jobs including the following:
 Behaviors
 Interactions
 Performance
 Budgeting
 Equipment
 Conditions
 Supervision
 Knowledge, Skills, Ability/Attitude
 Different types of Job Analysis
 Job Analysis requires a high degree of coordination and cooperation between the
HR units and operating managers, and assigning responsibility for Job analysis
depends on who can best perform various parts of the process
1. Task Based Analysis: The most common type and focuses on the components and
characteristics of work embedded within a job
  TASK -Is distinct identifiable work activity
 DUTY –Is a larger segment comprised of tasks
 RESPONSIBILITIES –Are obligation to perform a certain tasks and duties
2. Competency Job Analysis:
 Are individual capabilities that can be linked to enhanced performance by
individuals or teams
 The competency approach may be more broadly focused on behaviors, rather
than just on tasks, duties, and responsibilities
 The decision about whether to use a task-based or competency-based approach to
job analysis is affected by the nature of jobs

Job Analysis Purposes

 Job analysis is a process that involves a number of decisions, including the sort of data to
collect, how the data will be acquired, and where the data will come from. However, the
particular decisions taken will be determined by the purpose of the job analysis (or the
reason it is being conducted)
 Job analysis can be carried out for a variety of reasons including the following
 Developing job descriptions that describe the essential nature of the job
 Classifying jobs into clusters or families of related jobs
 Developing selection systems in which the job analysis is used to describe the
knowledge, skills, abilities, and other characteristics needed for successful task
performance
 Developing performance appraisal systems, in which the job analysis is used to
identify the key tasks and work behaviors performed on the job
 Evaluating the worth of different jobs for compensation purposes
 Designing or redesigning to make them more interesting or efficient to perform
 Developing training programs in which the job analysis is used to identify the key
tasks that workers must be able to perform

Job Analysis Techniques

1. Observation: Under this method a job analyst notices an employee and records his
performance, fulfilled and unfulfilled responsibilities and duties, skills and his mental and
emotional ability
 Direct observation
 Work method analysis
 Critical incident technique
2. Interview: Managers use three types of interview to collect job analysis data
 Individual Interview with each employee
 Group interview with groups of employees who have the same jobs
 Supervisor interviews with one or more supervisor who know the job

3. Questionnaire: Having employees fill out questionnaires to describe their job-related

duties and responsibilities are another good way to obtain job analysis information. A
questionnaire is a quick and efficient way to obtain information from a large number of
employees, it is less costly interviewing hundreds of workers, for instance
 4. Participants Diary/Logs: Another approach is to ask workers to keep a diary.log of
what they do during the day. For every activity he or she engages in, the employee
records the activity in a log

Phase of Job Analysis

PHASE 1: Job Description
 A Job Description is a document that clearly states essential job requirements, job duties,
job responsibilities, and skills required to perform a specific role. A detailed job
description will cover how success is measured in the role so it can be used in
performance evaluations
 Why it is important to know about job description? Because it provides essential
indicators for applicants, who’ll understand if they have the relevant experience.
Conversely, job description includes information about a role to catch the attention of
candidates
 Job title
 Job purpose
 Job duties and responsibilities
 Required qualifications
 Preferred qualifications and working conditions

PHASE 2: Job Specification

 A statement required for satisfactory performance of defined duties and tasks comprising
a specific job or function
 “Job specification is a statement of minimum qualifications that person must poses to
perform a given job successfully” –Stephen P. Robins and Mary Coutlier
 It is Job specification that lists the knowledge, skills, and abilities an individual needs to
perform. A job satisfactory knowledge, skills, and abilities includes education,
experience, work skills requirements, personal abilities, and mental and physical
requirements
 Knowledge
 Skills
 Mental and Physical
 Abilities
 Age
 Gender
 Special skills
 Status

PHASE 3: Job Classification

 Job classification is a system is called that is designed to classify all jobs within a
company and put them in a standardized scale based on the overall tasks, responsibilities,
pay level, and duties associated with a specific job so that it can be properly organized
and categorized within the company
 Although job classifications structures vary with different businesses, the overall goal is
to determine job responsibilities accurately. This also helps companies compare similar
jobs in different companies within their industry. Thus, a job classification system does
 not take into account the skills level and ability of someone currently in that position, as
much as it looks at the skills and abilities needed for the position.
 Why job classification important? Job classification method can help to understand job
classifications better. The Hay Systems uses three component to classify jobs:
 The knowledge required to the job
 The problem solving required for the job
 The accountability required for the job
 The Hay System then takes this information and uses it to determine that there is
equality within the company for both responsibilities and pay between that job
and similar ones within the company
 The Hay Systems offers a job standard across a company and helps to determine
possible needs. It makes sure that each job is being compensated fairly based on
the responsibilities of that job and the responsibilities of job similar to it
CHAPTER 5: Job Evaluation Method

Group 3 PPT

Job Evaluation Methods

Internal Job Evaluation
 Job Ranking Method: This method is probably the simplest as you simply order the jobs
in your organization from high to low terms of their values to the company
1. Obtain Job Information
2. Select raters and job to be rates
3. Select compensable factors
4. Rank jobs
5. Combine rating
 Merit: In terms of its procedures, resources involvement and operational
mechanism
 Demerit: In terms of validity and reliability

 Job Classification:
 Evaluate by job outline descriptor
 Covers a large variety of job and job descriptions
 One job can have multiple levels
 Filter’s job titles and duties
1. Preparation of Job Description
2. Preparation of Grade Description
3. Selection of Grades and Key Jobs
4. Classification of all jobs

 Factor Comparison
 Thomas E. Hitten
 A scientific method designed to rank job roles based on a breakdown of factors
rather than the role as a whole
 Benchmark jobs
 Factors of factor comparison
 Skills
 Mental effort
 Physical effort
 Responsibility
 Working conditions
 ADVANTAGE: Realistic, practical, straightforward, and quick
 DISADVANTAGE: Market rate information may be difficult to obtain or
inaccurate

 Point Factor
  Compensable factors
 Assign points
 Most popular internal method
 Most efficient method
 Best for complex organization

Internal Job Evaluation

 Works better for matrix organization
 Organization suffering from skill shortage
 Value Job Position
 Stay fair and competitive
 Third party compensation survey

Conducting Job Evaluation

1. Specify the project’s parameters, and gain approvals and support from senior
management
2. Select an appropriate evaluation method or system
3. Collect job data consistent with the method or system. This step includes specifying
trustworthy data collection techniques
4. Analyze data, document job content and evaluate jobs
5. Use points to develop a job worth hierarchy, and group jobs into grades based on
appropriate breaks, or take another fair, understandable, defensive, and practical approach
6. Allocate jobs to the existing pay structure or develop a new one
7. Document systems development, and establish operating procedures, including policies
for reconsidering decisions or a formal appeals procedure
8. Gain final approvals
9. Implement and administer the system

JOB EVALUATION
 DEFINITION:
 An attempt to determine and compare demands of a particular demands of a
particular job
 Determine convenient pay rate
 Determine entry and performance requirements
 Determine and compare the demands
 Qualities of Job holder is not considered

 Job evaluation is a process of weighing different job positions within a company in order
to determine a convenient pay rate.
 This makes sure that everyone is paid their worth, not different jobs, have different entry
and performance requirements.
 International Labor Organization defines a job valuation process as an attempt to
determine and compare the demands of a particular job position.
 One good thing about job evaluation is that you don't need to worry about the qualities of
a job holder.
 The relative worth is assess irrespective of the qualities of a specific job holder.
 And for most companies, different team members vary in the responsibilities and the
profit they bring to the business and that's why a fair hierarchy is vital for a company's
reputation

 A GOOD JOB EVALUATION PROCESS

 Fair compensation systems
 Process lasts for a few months
 Drafted by senior and experienced team members
 A good job valuation process is the first step towards creating a fair compensation system
in every business according to the hierarchy and responsibilities.
 Job evaluation largely depends on market pricing which decides jobs worth in the labor
market. And as a through process, they can last for a few months, so must be carried out
by an experienced team of senior employees who should know the roles of most job
positions.
 Many companies choose to hire external consultants to take care of this task because they
can be a little bit more objective

 DIFFERENCE OF JOB EVALUATION AND JOB ANALYSIS

JOB ANALYSIS JOB EVALUATION
 About writing job descriptions  Assess and compare the value of
through a detailed examination each job
understanding of the tasks and
responsibilities included in it

 And Job valuation is often mistaken for job analysis and vice versa, and yet there is a big
difference between both these two practices
 On the one hand, job analysis is about writing job descriptions through a detailed
 examination understanding of the tasks and responsibilities included in it
 On the other hand, job valuation method, assess and compare the value of each job

DIVISION OF JOB EVALUATION METHODS

 So how can job valuation methods be divided?
 In the past job valuation used to be an internal comparison of just different jobs worth
only, but today it includes both internal comparisons and external market benchmarking
INTERNAL JOB EVALUATION
 QUANTITATIVE METHODS
1. POINT FACTOR METHOD
 Dissecting job into compensable factors
 Assign points to the factors
 Reinforces internal equity
 Excess time required by senior management
2. FACTOR COMPARISON METHOD
 Rank Job Roles based on factors
 Identification of benchmark jobs
 Identification of common responsibility jobs
 Compare the jobs
3. CUSTOM FACTOR COMPARISON METHOD
 Same as factor comparison method
 Specific choice of the organization
 More time and dedication
 QUALITATIVE METHODS
1. JOB RANKING METHOD
 Easiest Evaluation method
 Suitable for small companies
 Hire experience compensation specialist
2. JOB CLASSIFICATION or GRADING
 Evaluate by job outline descriptor
 Covers large variety of job and job descriptions
 One job can have multiple levels
 Filters job titles and duties

QUALITATIVE AND QUANTITATIVE

  When it comes to internal job valuation methods, these can be quantitative and qualitative

 QUANTITATIVE METHODS
 Quantitative methods evaluate jobs according to facts based on gathered data
 In this group we have the point factor method, the factor comparison method and customs
factor comparison method.

1. POINT FACTOR METHOD

 Let's start with the point factor method.
 The point factor method analyzes jobs by dissecting them into compensable factors
 HR experts assign points to the factors and assign on a page structure for the position.
 Statistically, this method is the most commonly used one in Europe in the US.
 The method also reinforces internal equity by forcing a company to quantify total points
for every employee, and this helps determine the value of each,
 And not only does it provide compatible value, but also takes care of recruitment
benefits, job design and promotions
 A major setback of the point factor method is a need for extra time resources and
assistance from senior management.
 And studies have shown that the standards for calculating the pay based on factors may
have led to buses against minorities
o And here's an example of the point factor method here.
Compensable Factors Job 1 Job 2 Job 3
Education 200 150 180
Skills 200 170 150
Responsibility 200 100 50
Working conditions 200 300 0
Total Points 800 720 380

o So we have three different jobs.

o These can be any job titles within your company.
o Now on the point doctor method, you list down the comfortable factors
o As in our case, we have education skills, responsibility and working conditions
that the employee will have once they are hired.
o Keep in mind, it's not limited to these factors, you can have more factors
depending upon the nature of the job
o After the factors are listed, a team of experienced members, mostly the senior
members, and assigned points to each of the different jobs the company has to
offer and then a total number is calculated for each job.

2. FACTOR COMPARISON METHOD

 The second quantitative method will discuss is a factor comparison method.
 It's a scientific method designed to rank job roles based on a breakdown of factors rather
than the role as a whole
  The factor comparison method contains several steps to complete it.
I. First, it implies identification of benchmark jobs or job with responsibility shared by
multiple individuals like accountant sales representatives, administrative assistance, stock
clerks security guards and others
II. Next, the company should analyze the benchmark jobs, rank them and decide on
compatible factors
III. Here, employers are supposed to compare jobs for benchmarking and assign a monetary
value for every comparable factor

3. Custom Factor Comparison Method

 And finally, there is the custom factor comparison method
 A specific choice for particular organizations.
 You should have in mind that it does require more time and dedication to moderate
market rates and maintain integrity here
 Let's have a look at the example for the factor comparison method for this organization
has identified a few key jobs at our job 1, 2 and 3.
Key Jobs Job 1 Job 2 Job 3 Job (E)
Salary (USD) 780 550 400 ?
Skills 200 150 180 100
Mental Efforts 200 170 150 20
Physical Efforts 200 100 50 50
Responsibility 200 300 50 250
Working Conditions 150 220 300 200
Evaluated Salary 500

 These jobs are assumed to be fairly paid, and then there are the five important factors
listed against which each of these keeps Jobs points are listed.
 We also have the salaries listed down for each of the three key Jobs.
 This helps in formulating the pay rate scale for each of the factors listed
 With the help of these factors, ratings and the pay rates compared, it becomes easier for H
R to decide the pay package for the new job position.
 The same goes for the case of custom factor comparison method but in that case, you can
have more factors listed other than the five here.

 QUALITATIVE JOB EVALUATION MENTHODS

 Now let's get to the qualitative job valuation methods
 Unlike quantitative, qualitative job valuation methods Give job definition through
observation and description.
 These are the job of ranking method and the job classification method.
 1. JOB RANKING
 The job ranking is the easiest evaluation method, but not all businesses will find it useful.
 It's most suitable for small companies that can narrow their staff to 100 or less specific
jobs in order to get the best out of this method think about hiring an experience
competition specialist who will set a fair hierarchy without favoritism.
 And job ranking is divided into three main stages.
I. In the first stage, you identify the key jobs.
o This is done with the help of a paired comparison, as can be seen in the table here.
JOB RANKING METHOD – EXAMPLE
Cost File Addres Ledger Junior Order Messe Total
Clerk Clerk sograp Clerk Typist Clerk nger
h Op
Cost
Clerk
File
Clerk
Addres
sograp
h Op
Ledger
Clerk
Junior
Typist
Order
Clerk
Messe
nger

o So if you have 8 jobs, this means that there are 16 paired comparisons
II. In the second stage of the job ranking method.
o You rank key jobs based on the monthly salaries, or you can also use some other
criteria to rank these jobs
JOB RANKING METHOD
RANK MONTHLY SALARIES
1. ACCOUNTANT 6,000
2. ACCOUNT CLERK 3,600
3. PURCHANSE ASSISTANT 3,400
4. MACHINE OPERATOR 2,800
5. TYPIST 1,800
6. OFFICE BOY 1,200

III. And later on, when you're done with the ranking of your key jobs, then you move
ahead and bring the other jobs remaining
 2. JOB CLASSIFICATION METHOD
 Next, we have the job classification method.
 The individual who evaluates is the one who outlines a description of each job class and
grades them.
 This process covers a large variety of jobs and job descriptions.
 So one job position can belong to more than one grade level.
 And job classification also filters job tiles and duties based on scale and complexity
shared among organizations.
o Here's an example of how a job classification table looks like
JOB CLASSIFICATION METHOD
CLASS I CLASS II CLASS III CLASS IV
EXECUTIVES SKILLED SEMI SKILLED UN-SKILLED
WORKER WORKERS WORKERS/
HELPERS
CEO Purchasing Steno typists Office boys
Manager Assistant Cashier Machine operators File Clerks
Deputy Office Receipts Clerk ect.
Manager
Superintendent
Dept. Supervisor

o We can see a predetermined number of job groups listed to here

o And there are jobs assigned for each of the classification.

EXTERNAL JOB EVALUATION METHODS

 Works better for matrix organization
 Organization suffering from skill shortage
 Value of job position
 Stay fair and competitive
 Third party compensation surveys

 We are now done to the fist division of Job Evaluation method which is the internal; Let's
move on to external job evaluation methods.
 For some organizations, internal job evaluations may be inappropriate
 For example, jobs with skills shortage may result in inflated prices.
 In addition, matrix organizations with little hierarchy would not benefit from job ranking
or point-factor comparisons.
 The external job evaluation method works better for matrix organizations with little
hierarchy or organization suffering from skill shortages.
 This is where many employers choose to employ market data to determine the value of a
job position
 Doing regular reviews of external pay rates as well as generating accurate market data
will allow companies to state fair and competitive.
 o For instance, market pricing focuses on the external value of specific jobs, makes
room for effective and competitive salary plans, as well as wise allocation of
compensation costs.
 This method mostly uses their party compensation surveys

BENEFITS OF JOB EVELUATION METHODS

 But what are the essential benefits of common job evaluation methods?
 Beneficial for internal consistency
 Beneficial for job assessment
 Vital for following federal laws
 Building a healthy work environment

 Well job content evaluations beneficial for internal consistency and job assessment.
 It is also vital for falling federal laws and regulations by sharing equal pay to employees.
 You can build a healthy work environment without a fair pay for performance content
 And all in all, the entire job valuation process is a key factor in establishing a trustworthy
and consistent work structure and focuses on a jobs complexity

HOW TO CONDUCT JOB EVALUATIONS

 So you may be asking yourself, how do I conduct the job evaluation?
CONDUCTING JOB EVALUATIONS
 Personal decision of the evaluators
 Consider individual employees personal quality
 Productivity and objectivity
 Base pay is important
 Reluctant approach to change

 Well, many job valuations methods depend on the personal decision of the valuators .
 They can sometimes take individual employees personal qualities and consideration as
leading Job factors.
 And this is why external consultants can often bring more productivity and objectivity
and weighing that
 Here, base pay is a deciding factor in the employee standard of living.
 And it ultimately determines how much the company values employees role and
contributions
 In every work environment, compensation is a sensitive topic that can cause a reluctant
approach to change, so it is important that the base pay rates are appropriate for both
employer and employees.
 Both must be aligned with federal law, cost effective and externally competitive
JOB EVALUATION PROJECTS STEPS
 And it's important to note that John evaluation projects include several common steps in
all companies.
1. OUTLINE THE PARAMETER STEPS
 First off, the employer should outline the parameters of the project and coordination with
the senior management
2. CHOOSE A CONVENIENT EVALUATION SYSTEM
 And based on that, they have to choose a convenient evaluation system that works in the
company's best interest.
3. GATHER RELEVANT DATA
 After that, the team should gather relevant job data required for the particular method
with reliable, trustworthy techniques.
4. READY FOR ANALYSIS, DOCUMENTING AND ASSESSMENT
 The collective data is then ready for analysis, documenting an assessment and to establish
a fair hierarchy you want to use points and divide job positions and to grades.
 According to breaks, once you build a reliable pay structure, allocate the jobs to it.
5. TRACK SYSTEM DEVELOPEMNT AND CHOOSE OPERATING PROCEDURES
 Next, you should track system development and choose operating procedures while also
thinking of formal appeals and reconsidering decisions.
6. EMPLOYEES FAMILIAR WITH THE DECISION-MAKING PROCESS
 And as a very final step, you should make sure employees are familiar with the decision
making process concerning their pay rates.
 The best way to achieve this is through transparency, which can happen through a
management employee communications program.

WHEN TO CONDUCT A JOB RE-EVALUATION

 Small changes in responsibility
 Once every two years
 Simpler grouping

 That being says beyond important to know when you need job reevaluation
 When it comes to smaller businesses with rare cases of upward mobility, small changes
and responsibility can make managers consider a reevaluation.
 It's advisable to do a routine reevaluation of all jobs once every two years
 And in a broad system, jobs often need a proper classification. Still, you can conduct the
job evaluation process with simpler groupings instead of complex systems such as point
factor evaluation.
o For example, companies can combine ranking to market with whole jobs lodging.
o In this case, the management team should document job contents and make the
best use of job descriptions.
SYSTEM MAINTENANCE
 Last, but not least, let's talk about system maintenance
 System documentation and review
 Choice of compensable factors
 Defining degree for each factor
 Assigning a value to each factor
 Applying reliable criteria to attain points
 Allocating each job to a particular point range

 Here when a management team finishes its job evaluation procedure.

 You must document the system and review it from time to time.
 This way, you have access to new job positions or those in need of reevaluation.
 The most important steps in the process include the choice of a compatible factors define
each of their degrees, assigning a value to every factor in degree, and applying reliable
criteria to tame points, breach factor and point total and allocating each job to a particular
point range based on the point total
 And base pay Administration vastly depends on pay ranges and pay increased budgets,
because consistent of your pay policy is important for the reputation of your business, it
can be achieved by discussing merit pay and addressing pay ranges.
 Pay rates lower than minimum or higher than the maximum can be problematic.
 Finally, salaries that go above the maximum rate expected are known as red circle rates
and those that don't reach the minimum rate are known as green circle rates.
 Still, both salary types are a violation of general work ethics.
 And here the employer should work on immediate revaluation
CHAPTER 5: Recruitment, Selection and Placement

HRM and COMPETITIVE ADVANTAGE

Linking Recruitment Practices to Competitive Advantage

Recruitment
 Locate applicants
 Attract Applicants

Recruiting Program Goals

 Achieve cost efficiency
 Attract highly qualifies candidates
 Help endure employee retention
 Comply with nondiscrimination laws
 Create a more diverse workforce
  Achieve Cost Efficiency
 Limit costs without lowering productivity

Recruitment Costs
Advertising
Recruiter travel
Candidate travel
Sign-on bonuses
Agency/search firm fees
Recruiters’ salaries and benefits
Managers’ time
Typically 1/3 of new hire’s annual salary

 Attract Highly Qualified Applicants

 Capture candidates’ attention
 Stimulate candidates’ interest

Factors Influencing Applicant Decisions

 Alternative Job opportunities
 Recruitment Activities
 Attractiveness of Company
 Attractiveness of the job

 Help Ensures Retention

Realistic Job Preview
Positive Aspect of Job Negative aspects of Job
+ -
+ -
+ -

Achieve Legal Compliance

 Recruit underutilized groups

Create a More Culturally Diverse Workforce

 Extend recruitment efforts to disadvantaged groups
 Older workers
 Qualified workers with disabilities
Recruitment Planning Steps
1. Identifying the job opening
 Are any new budgeted positions opening soon?
 Is a contract under negotiation that may result in the need for additional hires?
 What is the amount of expected turnover in the next several months?
 Alternative Filling Job Openings
  Overtime
 Job elimination
 Job redesign
2. Decide how to fill the job opening
 Core vs. contingency personnel?
 Internal vs. external recruiting

 Sources of Contingent Personnel

 Labor lessors
 Temporary employment agencies
 Independent contractors
Advantages of Using Contingent Personnel Disadvantages of Using Contingent Personnel
 Flexibility to control fixed employee costs  Contingent personnel may need
 Relieves company of many of its HRM considerable orientation and training on
burdens company procedures
 Costs savings  Contingent employees may be less
 “Job tryout” for permanent positions committed to “host organization”
 When to use Contingent Personnel
 When hard-to-find expertise required
 When staffing new offices in geographic areas far from main headquarters
 When projects have high risk factors
Advantages of Internal Recruitment Disadvantages of Internal Recruitment
 Qualifications of internal candidates well  Rejected candidates may become resentful
known  Supervisory promotions may become
 Less expensive resentful when friends become subordinates
 Job openings can be filled more quickly
 Less orientation and training required

 When to use External Recruitment

 Need and outsider with new ideas and innovations
 No qualified internal applicants
 Need to increase representation of underutilized groups
3. Identify the target population
 Specify worker requirements
  Decides whether to target certain segments of the applicant population
 Recruiting Strategies
Internal All (except entry-level)
Only highly potential
External All
Certain types

 Specify worker requirement

 Job duties
 Reporting relationships
 Salary range
 Needed competencies
o Education
o Experience
o Knowledge
o Skills
o Abilities
4. Notify the target population
 Limit the applicant pool to a manageable size
 Discourage unqualified applicants from applying
 Clearly state the job qualifications in the vacancy notification
5. Meet with the candidates
 Provide applicants with information about the job and the company
 Provide specific rather than general information
 Methods of Internal recruitment
1. Computerized Career Progression Systems
Strengths Weaknesses
 Candidates can be found quickly  Limited to objective or factual information
 Can identify a broad spectrum of
candidates

2. Supervisor recommendation
Strengths Weaknesses
 Popular with supervisors  Supervisor may be biased
 Supervisors know capabilities of potential  Some qualified employees may be
candidates overlooked
 Court have not beed favorable to this
method

3. Job posting
Strengths Weaknesses
 Enhances likelihood of surfacing qualified  May take longer to fill positions
candidates  May encourage supervisors to “play
 Gives employees responsibility for their games”
 own careers  Employees may “Job hop”
 Enables employees to leave bad situation  Rejected employees may

4. Career development systems

Strengths Weaknesses
 Encourages top performers to stay  Rejected applicants may become
 Ensures that someone is ready to fill open demoralized
positions  Selected applicant may become
demoralized if positions don’t open

 Methods of External Recruitment

1. Employee referrals
Strengths Weaknesses
 Employees make good recruiters  May serve as barrier to equal employment
 Applicants tend to perform better and stay opportunity
longer

2. Applicant-Initiated recruitment
Strengths Weaknesses
 Efficient  Timing –may get applicants when jobs are
 Low cost not available
 Highly motivated applicants

3. Help-wanted advertisements
 Strengths Weaknesses
 Reach a large audience in a relatively  Not as effective as other methods
short period of time  May produce too many applicants
 Helps ensures equal opportunity

4. Public Employment Agencies

Strengths Weaknesses
 Goods for clerical and blue collar jobs  Motivational level of applicants may be
 Low cost low
 Can fill jobs quickly

5. Private Employment Agencies

Strengths Weaknesses
 Provide applicants for a wide variety of  Hiring company usually pay fee
jobs  Company relies upon agency for quality
 Applicants may be more motivated than and legal compliance
those from public employment agency
 Useful when many applicants to

6. Executive Search Firms

Strengths Weaknesses
 V  Expensive
 Specialize in mid- and senior –level  About half of searchers don’t result in
managers candidates with desired qualifications
 Can locate applicants not actively seeking
jobs

7. Campus Recruiting
Strengths Weaknesses
 Useful for filling specialized entry-level  Costly
jobs  Time consuming

8. On-line recruiting
Strengths Weaknesses
 Fast  Expensive
 Large Audience

 Factors affecting choice of recruitment

 Type of job being filled
 How quickly the job needs to be filled
 Geographic region of recruitment
 Cost of implementing recruitment method
 EEO consequences of using recruitment method
  Line managers and Recruitment
 Identify recruitment needs
 Communicate recruitment needs to the HRM department
 Interact with applicants

 The HRM department and Recruiting

 Plan the recruitment process
 Implement the recruitment process
 Evaluate the recruitment process

 Realistic Job Previews

 Include descriptive and judgmental information
 Limit discussion of negatives to issues that have caused turnover in the past
 Reflect the actual balance of positive and negative factors

 When to Use Realistic Job Previews

 Turnover and associated costs are high
 There are negative factors unknown to the job applicants that may affect their
subsequent intentions to quit
 Qualified applicants are plentiful

Group 4 PPT

Recruitment
 The process of identifying the sources for prospective candidates to stimulate them to
apply for jobs in organization. It involves seeking and attracting a pool of people from
which qualified candidates for job vacancies can be chooses

 The Process of Recruitment

1. Preparing
2. Sourcing
3. Screening
4. Selecting
5. Hiring
6. Onboarding

 Sources of Recruitment
1. Internal Sources
 Internal sources of recruitment include:
 Transfer: It involves shifting of an employee from on job to another without
reference to changing responsibilities and compensation
 Promotions: It is a transfer of an employee to a job that carries higher pay and
status
 Re-employment of ex-employees: It is an economical to employ the retired and
 retrenched personnel to meet the short-term HR needs
Advantages of Internal sources Disadvantages of Internal sources
 The internal candidates have intimate  Better qualified outsides may not be
knowledge of the organization structure reached by the management
and can handle new jobs easily  The mobility of manpower is restricted.
 Promotion increases the morale of the One a man joins a organization, he will
employees stick to the organization
 Promotion ensures sincere efforts on the  In promotion, there might be clash
part of the employees as they know that between factors like seniority and ability.
they may be promoted to higher positions Such decisions by managers may lead to
 The cost of training the insiders for the favoritism
senior posts will be less  The spirit of competition among the
 Reliance on internal sources will be employees is hampered if they are sure
enable the enterprises to make best use of about the time bound promotion
capabilities of its employees  Further growth of business is hindered by
 The cost of internal recruitment is very the limited latent of the insiders. The entry
low of fresh talent into the organization will be
restricted

2. External Sources
 External sources of recruitment include:
 Advertisement
 Employment exchange
 Fieldtrips
 Educational institutions
 Labor contractor
 Employee referrals
 Telecasting
 Direct employment
Merits of External Sources Demerits of External Sources
 Selecting from more candidates  Increases costs
 Adding fresh perspective  Additional Training
 Enhancing diversity  Adds a transition period for all employees
 Finding a specialized candidate  Affects on employee morale
 Encouraging referrals from current
employees
 Staying competitive
 Reducing employee tension
 Establishing authority

 Recent trends in Recruitment

 Virtual recruitment
 Remote work
 Automation
  Artificial intelligence
 Chat bots
 Predict analytics
 Benefits expansion
 Flexibility and Adaptability
 Social recruitment
 Recruitment Marketing

Selection
 The process of choosing from among the candidates the most suitable person from the
current position or for the future position
 Selection is negative process as it involves rejection of unsuitable persons

 Difference between Recruitment and Selection

 Definition
 Nature
 Aim
 Procedure
 Contract of Service
 Number

 Benefits of Selection
 Proper selection and placement of personnel go a long way towards building up a
suitable workforce
 Competent employees will show higher efficiency and enable the organization to
achieve its objectives

 Steps in Selection
 Employment Test
 Individual differ with respective to physical characteristic, capacity, level of
mental ability, likes and dislikes and also with respect to personality traits

o Significance of Employment Test

 Tests can identify talents of individuals which might otherwise be overlooked
 Tests reduce the costs of selection and placement because a large number of
applicants can be evaluated with the least possible time

o Limitation of Employment Test

 Tests only measure a small part of the information you need to make a good
choice
 In real life, companies use a mix of tests, interviews, and other methods to make
sure they hire the best people

o Classification of Employment Test

 Intelligence tests
 Aptitude test
 The cognitive tests
 Proficiency tests
 Interest tests
 Personality tests

 Employment Interviews
  The final choice is based in part on how well the candidate did on different
tests and on part on how well he did in the final interview
 During the interview, the candidate’
o Significance of Employment Interviews
1. There is a face-to-face contact between the employer and the candidates. The
employer can assess the personality traits of the candidate
2. The candidate can seek more information about the employer and the job.
This creates better understanding in the mind of the candidate
3. The communication skill of the candidate can be judge in the interview. His
way of thinking is known
4. Interviewing is very important where the candidate has not to go through
employment tests

o Kinds of Employment Interviews

 Preliminary interview
 Background Information Interview
 Pattered or structured interview
 Unstructured or Non-directed Interview
 Stress Interview

o Limitation of Employment Interviews

1. Interview is an expensive device
2. Interviewers can test only the personality of the candidate
3. The interviewer may not be an expert
4. This device depends too much on the personal judgment

o Common Mistakes in Employment Interviews

1. Halo effect
2. Leniency or harshness
3. Projection
4. Stereotyping
5. Constant Error

o Guidelines for Effective Interviewing

1. Interviewer should be competent, trained, experiences, and knowledgeable
2. Obtains adequate information
3. Privacy and sufficient time must be provided
4. Interviewee must be made to feel at ease
5. Questions related to the job requirements
6. Interviewers must be straight forward and frank
7. Arguments and personal remarks should be avoided
8. The feelings of the candidate should not be hurt
9. Personal prejudices are not allowed
10. Proper record of interview must be kept
 Group Discussion
 Primarily used to know social framework, personality, behavior, interests and
various social traits of specific candidates simultaneously

 Placement
 Placement may be defines as the determination of the job to which a selected
candidate is to be assigned, and his assignment to the job
 It includes the initial assignment of new entrants and the transfer and promotion
of the existing employ
 It is matching of what the supervisor has the reason to think he can do with the
job demands; it is matching of what he imposes (in strains, working conditions)
and what he offers in the form of payroll, with promotional possibilities

o Importance/Significance of Placement
 It improves employee morale
 It helps in reducing employee turnover
 It helps in reducing absenteeism
 It helps in reducing accident rates
 It avoids misfit between the candidate and the job
 It helps the candidate to work as per the predetermined objectives of the
organization

o Consideration in Placement
 Job requirements
 Suitable Qualifications
 Adequate information to the job incumbent
 Loyalty and Cooperation
 Flexibility
Proper placement helps to improve the employees’ morale. The capacity of
the employees can be utilized fully

1. Selection Interviewing Technique

 An interview definition can be crafted as a gentle conversation between two
people or more where questions are asked to a person get the required responses
or answers
 Job interviews can be conducted by an individual’s, by several individuals
sequentially or by panels or teams
 According to Gray Dessier, “Interview is a selection procedure designed to
predict future job performance based on applicants’ oral responses to oral
inquiries.” The Interview is the most critical component of the entire selection
 process. It serves a the primary means to collect additional information on an
applicant

Interviews are often conducted at two levels

1.1 As an Essential Screening Interview
1.2 As an in depth Interview

Reliability
 Establishing both higher inter-rater reliability (with in the same interviewer)
 Validity interviews must also be valid to enable useful selection

 Structured Interviews
 Involves a set of prepared job related questions that are asked of all applicants
so that comparisons can be made easily

 Unstructured
 Occurs when the interviewer improvises by asking questions that are not
predetermined

Different Types of Interview Process

1. Group Interview: Occurs when several job candidates are interviewed together by a
hiring authority
2. Panel Interviews: Several interviews meet with the candidates at the same time so that
the responses are heard by all
3. Team Interviews: Applicants are interviews by the team members with whom they will
work

Interview Techniques
 Know your story
 Consider why you are interviewing and your qualifications
 Do a research
 Ask questions
 Practice your speaking voice and body language
 Sell yourself

2. Employee Placement
Placement
 The process of assigning specific jobs and workplaces to the selected
candidates
 It involves putting square pegs into a square holes i.e matching individuals
and the job

Significance of Placement
 It improves employee morale
 It helps in reducing employee turnover
 It helps in reducing absenteeism
 It helps in reducing accident rates
 It avoids misfit between the candidate and the job
 It helps the candidate to work as per the predetermined objectives of the organization

Principles of Placement
 A few basic principles would be followed at the time of placement of a worker on
the job:
 Man should be placed on the job according to the requirements of the job
 The job should be offered to the person according to his qualification
 The employee should be made conversant with the working conditions
prevailing in the organization and all things relating to the job
 Introducing the job to new employees
 The placement should be ready before the joining date of the newly
selected person
 The placement in the initial period may be temporary a changes are likely
after the completion of training

Benefits of Placement
 Building support with peers, juniors, seniors in the department within a short
period
 Able to adjust himself to the new job
 Avoid mistakes
 Regular attendance
 High level of involvement in the job
 Good performance in the job

3. Evaluating Staffing Process

Staffing Process
 A systematic attempt to put the organization’s human resource plan into action by
finding, evaluating, and choosing qualified individuals for open jobs. Staffing,
like planning an organization, is a fundamental management function

Important steps in the staffing process

 Process #1. Manpower Planning: It may be regarded as the quantitative and
qualitative measurement of labor force required in an organization
 Process #2. Recruitment: It is a positive process of searching for prospective
employees and stimulating them to apply for the jobs in the organization
 Process #3. Selection: It is the process of eliminating those who appear
unpromising. The purpose of this process is to determine whether a candidates is
suitable for employment in the organization or not
 Process #4. Placement: It means the person on the job for which he is selected. It
includes the introduction of the employee to the job
 Process #5. Training: It is selection of an employee, the most important function
of the personnel programmed is to impart training to the new comer
 Process #6. Development: A sound staffing policy calls for the introduction of a
 system of planned promotion in every organization
 Process #7. Promotion: It implies upgrading of an employee to a higher post
involving increase in rank, prestige or status and responsibilities
 Process #8. Transfer: It implies movement of an employee from one job to
another without any increase in pay, status or responsibilities
 Process #9. Appraisal: It reveals to how efficiently a subordinate is performing
his job and also to know his aptitude and other qualities necessary for performing
the job assigned to him
 Process #10. Determination of Remuneration: Fixation of remuneration is a
difficult and complex because there are no define or exact means to determine the
correct wages, job evaluation is the only systematic technique to determine the
worth of the job