UNIT 3 Job Analysis and

Design
Job Analysis
Job Analysis is the systematic process of collecting and making
judgments about all the important information related to a job. Job
Analysis is the procedure through which one determines the duties
and nature of the jobs.
It also determines the kinds of people who should be hired for those
jobs. General purpose of job Analysis is to document the
requirements of a job and the work performed. Moreover job
Analysis is fundamental to the preparation of job specification and
description.
The Steps In Job Analysis
1) Collecting of Background Information
(The makeup of job, the related duties and information
along with the qualification and skills)
2) Selections of representative position to be analyzed
(Details study about the specific job to be analyzed. Details
about the roles and responsibilities along with the authority)
3) Collection of job analysis data
Job data on features of the job, required qualifications and
other requirements should be collected from the employees
who actually perform a job.
4) Developing a Job description
The main purpose of job analysis is to prepare the proper
JD. This is the written statement that describes the main
features of the job. The also describes the activities
which the job holder must perform.
5) Developing a job specification
The last step is to convert the JD into Job specification.
The main purpose of Job specification is to mention what
personal qualities, skills and background is necessary for
getting the Job done.
 Methods Of Collecting Job
Analysis Information
 Observation method:
It is one of the oldest and popular method used in Job analysis. This method is
simple and can be used in combination with other methods also. In this
method, the individuals doing the job are observed by trained
job analysts.They record the relevant points of the job. The notes might include
what was done and how it was done.
Motion and time studies are the examples of Observation method. Direct
observation of staff performing their jobs helps to obtain first hand knowledge.
Merits:
It can also offer information needed to prepare job specification
It is more useful method to analyze the jobs which are repetitive in nature
 It also offers information related to job risks, machine and
equipment required, etc.
Demerits:
 It is a costly method.
 It is also a time consuming method.
 All the information cannot be collected within limited
period of observations.
 It is very difficult to use this method alone to analyze
complex jobs.
Questionnaire method
The questionnaire method is when analysts create a series of
questions for employees to answer about their jobs. They often
ask the employee's managers and others on the team about their
perceptions of the role to identify any gaps between
expectations. These questions can include asking employees
about how they spend each day, what their priorities are and
how they effectively perform their duties.
 Advantages
Quick and efficient way
to gather information
from large numbers of employees
 Disadvantages
 Expense and time consumed in preparing and testing the
questionnaire
Daily diary method

The daily diary method is when an employee creates

a record daily of the tasks they perform. This can be
over a set period of time, like a week, where they
detail their activities and the length they spend on
each.
This can be an objective way to understand how
employees spend their time and can identify areas
where an employee might shift their attention to
more important responsibilities.
 Advantages
 Produces a more complete picture of the job
 Employee participation
 Disadvantages
 Too much of information
 Extra burden
 Time consuming
 Depends upon employees to accurately recall
their activities
Job performance method

The job performance method is when an analyst

actually performs the role of the employee to
understand more about it. This might mean they
answer emails, perform physical tasks and interact
with colleagues or systems to learn what an
employee experiences. With this first-hand
experience they can determine what some of the
issues and requirements are and how companies
might properly detail these in a job description.
Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards
• Actual work activities of the job—how, why, and when the
worker performs each activity.
• Human behaviors the job requires: communicating, deciding, and
writing, lifting weights or walking long distances.
• Machines, tools, equipment, and work aids used on the job: tools
used, materials processed, knowledge dealt with or applied, and
services rendered.
• Standards of expected employee job performance: quantity and\
or quality output levels that can be used to appraise employees.
• The organizational and social context in which the job exists:
physical working conditions, work schedules, and incentives
• The job’s human requirements: job-related knowledge or skills
(education, training, work experience) and required personal
attributes (physical characteristics, personality.
Job Description
A job description is a written explanation that outlines the essential
responsibilities and requirements for a vacant position. It should be simple
and clear along with
 A brief introduction to the company and its mission.
 An overview of the job responsibilities.
 The necessary skills, competence levels, knowledge, and
qualifications relevant candidates should have.
 Testing that the company may require.
 Working conditions and location. It should also cover whether
the role is office-based, remote, or hybrid.
 Environmental factors and components of the job.
 The type of employment—full-time, part-time, or independent
contractor.
Components of JD

1) Job Identification
 Job title
 Department and Job code
 Preparation date
 Preparer
2) Job Summary
 General nature of the job
 Major functions/activities
3) Relationships
 Reports to:
 Supervises:
 Works with:
 Outside the company:
 Responsibilities and Duties
 Major responsibilities and duties (essential
functions)
 Decision-making authority
 Direct supervision
 Budgetary limitations
 Standards of Performance and Working
Conditions
 What it takes to do the job successfully
Advantages of Job Description

 It helps the supervisors in assigning work to the

subordinates so that he can guide and monitor
their performances.
 It helps in recruitment and selection procedures.
 It assists in manpower planning.
 It is also helpful in performance appraisal.
 It is helpful in job evaluation in order to decide
about rate of remuneration for a specific job.
JOB SPECIFICATION
Job Specification is a statement which tells us
minimum acceptable human qualities which helps to
perform a job. Job specification translates the job
description into human qualifications so that a job can
be performed in a better manner. Job specification helps
in hiring an appropriate person for an appropriate
position.
Both job description as well as job specification are
important for personnel manager in personnel
management function. Therefore, job analysis is
considered to be the primary tool of personnel
management.
Components of JS

 Job title and designation

 Educational qualifications for that title
 Physical and other related attributes
 Psychological and mental health
 Training

 Maturity and Experience

 Relationship of that job with other jobs in a
concern.
Job Evaluation
Job evaluation is a systematic process of assessing
the value of jobs in an organization in order to
determine the worth of individual jobs and the
compensation to be paid to employees who hold
those jobs.
The purpose of job evaluation is to ensure that
employees are paid fairly for the work they do. Job
evaluation can be used to set pay grades for jobs, to
determine the starting salary for a new employee, to
award salary increases, and to determine the amount
of a bonus.
Objective

 To Analyze the Job Factors and Requirement

 To Adopt a Definite and Clear Plan for Wage and
Salary Administration
 To Eliminate Inequalities
 Determination of Wage Structure
 To Solve Wage Controversies of Job Evaluation
 Simplification of Rate Structure.
Advantages of JE

 Sound Wage Policy

 Settlement of Wage Disputes
 Better control over labor wages
 Building up of Employee Morale
 Proper Placement of Personnel
 Elimination of Personal Bias
 Reliable in All
Disadvantages of JE

 Lack of Complete Accuracy

 Unrealistic Assumptions
 Formation of the Committee
 Selection of a Suitable Method
 Number of Factors
 Equal Pay for Equal Job
 Unsuitable for Small Concerns
Concept Of Job Design

A job can be defined as a group of positions that are

similar as to kind and level of work. The logical
sequence of job analysis is job design. It involves
continuous efforts to organize tasks, duties and
responsibilities into a unit of work to achieve
certain objectives.
The main purpose of job design/re- design is to
increase both employee motivation and the
productivity.
Job Design Approaches and
Techniques.
The Scientific Management Approach.
(Job Specialization)
One of the 1st approaches to the study of Job design. Job
specialization is the process of dividing the overall tasks of an
organization into smaller components part and each job is entrusted to
capable employees. The improvement of specialization assures
easiness and correctness in performance.
F.w. Taylor argued that jobs should be scientifically studied. Job
should be broken down into small component tasks and then
standardized across all workers doing the job. The benefit of
specialization is that its employees gain expertise in certain sector
functions which helps to bring efficiency in performance. It
minimizes the wastage of resources and brings uniformity to
organizational functions. The disadvantage of specialization is that
employees can feel bored due to the repetitive nature of tasks.
Principles of Scientific
Management

 Replacement of old rule of thumb method.

 Scientific selection and training of workers.
 Cooperation between labor and management
 Maximum output(management and worker should
try to maximize it)
 Equal division of responsibility(management +
worker)
Job Rotation
 Job rotation can mean the rotation of employees from one
job to a different job. Basically, the job rotation is done
within the same nature of tasks. When job rotation is
introduced, the tasks themselves remain the same. However,
the workers who perform them are systematically rotated
across the various tasks.
The main benefit of job rotation is that employees become
competent in different jobs. The knowledge about various
jobs improves the employee’s self-image, supports personal
growth, and they become a valuable asset to the organization.
The main demerit of job rotation is that the employees may
feel alienated when they are rotated from one job to another.
 Job Enlargement
Job enlargement means expanding the number of tasks assigned to
a given job. Rather then rotating employees through different
jobs, Job enlargement combines tasks into one Job. Enlargement
of more tasks to a job does not mean that new knowledge and
skills are required for doing the existing job but may it take more
time to complete.
 The main benefit of enlargement is that it motivates employees
as they feel more responsible and better utilization of employees
abilities.
 However, the limitation of job enlargement is that training costs
may increase. Output may go down during the introduction of
new system and lastly employees may ask higher pay.
 Job Enrichment
Job enrichment is the process of vertical expansion of tasks
assigned to a given job. A job is made enriched by adding on it
some motivational factors such as rewards, bonuses, sales
commissions, etc. Job enrichment provides an opportunity for
employees to maintain self-control over how to do their jobs.
Employees performing enriched jobs have increased
opportunities to work at higher levels.
 It has both positive and negative impacts. On the positive side,
it benefits employees and organizations in terms of increased
motivation, performance, satisfaction, job involvement, and
reduced absenteeism. And on the negative side, employees
face challenges in doing assigned tasks.
 Job Characteristics
The job characteristics approach assumes that jobs can be designed to help people to get
employment opportunities and to make them feel they are doing meaningful and
valuable work.
The job characteristics approach of job design involves five dimensions they are,
skill variety, task identity, task significance, autonomy, and feedback.
 Skill Variety. It is the extent to which a job requires a number of skills and talents to
perform a job. A job with high skill variety is a more competitive job and requires
more talented and competent candidates.
 Task Identity. The degree to which a job requires completing an entire piece of
work from beginning to end.
 Task Significance. It is the degree of impact of one job on other jobs. In other
words, it is the perceived importance of tasks to others.
 Autonomy. It is the extent to which employees have the freedom and discretion to
plan, schedule, and perform their jobs as desired.
 Feedback. The degree to which a job allows people to have information about the
effectiveness of their performance.
Work Team

Work Team
In a work team, a group is assigned responsibility for
designing the work system to be used in performing
an interrelated set of jobs.
 In this system, work follows from one worker to
another and each worker has a specified job to
perform. Here, group members decide how jobs
will be allocated to each member.
Unit 4 Recruitment and
Selection
Concept Of Recruitment

Recruitment refers to the process of identifying,

attracting, interviewing, selecting, hiring and
onboarding employees. In other words, it involves
everything from the identification of a staffing need
to filling it.
Edwin B. Flippo: “Recruitment is the process of
searching for prospective employees and
stimulating them to apply for jobs in organization.”
Recruitment Process
Recruitment planning

 The recruitment process begins

with the planning where in the
vacant job positions are analyzed
and then the comprehensive job
draft is prepared that includes:
job specifications and its nature,
skills, qualifications, experience
needed for the job, etc.
Strategy Development

Once the comprehensive job draft  Make or Buy

is prepared, and the type and the
number of recruits required are Employees
decided upon; the next step is to
decide a strategy that is adopted  Methods of
while recruiting the prospective
candidates in the organization
Recruitment
 Sources of
Recruitment
Searching

Once the strategy is prepared the search for the candidates can
be initialized. It includes two steps: source activation and
selling. The source activation means, the search for the
candidate activates on the employee requisition i.e. until and
unless the line manager verifies that the vacancy exists, the
search process cannot be initiated.
The next point to be considered is selling, which means the
firm must judiciously select that media of communication that
successfully conveys the employment information to the
prospective candidates.
Screening:

The screening means to shortlist the applications of

the candidates for further selection process.
Although, the screening is considered as the starting
point of selection but is integral to the recruitment
process.
This is because the selection process begins only
after the applications are scrutinized and shortlisted
on the basis of job requirements. The purpose of
recruitment here is to remove those applications at
an early stage which clearly seems to be unqualified
for the job.
Evaluation and Control:

Evaluation and control is the last stage in the recruitment

process wherein the validity and effectiveness of the process
and the methods used therein is assessed. This stage is
crucial because the firm has to check the output in terms of
the cost incurred. The recruitment is a costly process as it
includes the salaries of recruiters, time spent by the
management, cost of advertisement, cost of selection, a
price paid for the overtime and outsourcing in case the
vacancy remains unfilled. Thus, a firm is required to gather
all these relevant information to evaluate the performance of
a recruitment process effectively.
Internal Sources
 Transfer - The simplest way by which an employee requirement
can be filled is through transfer of employee from one
department with surplus staff to that of another with deficit staff.
 Promotion – Based on seniority and merits of the employees
they are given opportunity to move up in the organizational
hierarchy
 Upgrading – Performance appraisal helps in the process of
moving employees from a lower position to a higher position
 Demotion – Movement of employee from a higher position to a
lower position because of poor performance continuously to
make him realize the significance of performance
 Recommendation by existing Employees – A
family member, relative or friend of an existing
employee can be recruited and placed
 Job rotation – One single employee managing to
learn how to perform in more than one job on
rotation. This familiarizes the employees with all
kind of jobs performed and becomes a source.
External Sources

 Advertisements – The employer can advertise in

dailies, journals, magazines etc. about the vacancies in
the organization specifying the nature of work, nature
of vacancy, qualification and experience required,
salary offered, mode of applying and the time limit
within which the candidate has to apply.
 Unsolicited applicants – These are the applications
of job seekers who voluntarily apply for the vacancies
not yet notified by the organizations.
 Recruitment at Factory gate – Usually casual or
temporary unskilled employees are recruited by this way.
They are recruited at factory gate and paid on hourly or
daily basis.
 Employee referral – The existing employees of the
organization may recommend some of their relatives or
known people who will be suitable for the existing
vacancies. Based on the credibility of the employee the
referrals will be considered.
 Private Employment Agencies – These are similar to
Public employment exchanges except that the ownership
is the hands of Private parties. It connects the job
provider and the job seeker by providing the relevant and
required information.
Concept of selection

Selection of an employee is a process of choosing the

applicants, who have the qualifications to fill the vacant job in
an organization. It is a process of identifying and hiring the
applicants for filling the vacancies in an organization.
A good selection process will ensure that the organization gets
the right set of employees with the right attitude.
Selection is an important process because hiring good resources
can help increase the overall performance of the organization. In
contrast, if there is bad hire with a bad selection process, then
the work will be affected and the cost incurred for replacing that
bad resource will be high
Importance of Selection

 It helps in identifying the right candidates for a

company
 It analyses the performance of work in each
candidate
 Helps in Placing right candidates at the right job.
 Selection helps to improve performance.
 Selection helps to reduce costs of hiring.
 Helps to reduce absenteeism and turnover.
 Helps to establish committed staff.
 Selection Process
Announcing The Job
Once it is decided that an empty position needs to be filled or after a new
position is created, the management team should list out the desired
qualifications for the job. Candidates may need a degree or certification, a
specific number of years of work experience, or a background in a particular
industry. When these have been established, the human resources team can pick
where to advertise the job.
Reviewing Candidate Applications
Next, go through all the applications, resumes, and cover letters to narrow
down the candidate pool. Discard any that stray significantly outside the
desired qualifications listed in step 1. When unemployment is low, you may
find that less qualified candidates are applying, so adjust your expectations
accordingly on those skills or experiences that aren’t absolutely necessary.
 Conducting Initial Candidate Screening
To keep your interview time to a minimum and free up
management and HR resources, use phone interviews to further
narrow down the pool. This can be useful for screening out-of-
town candidates, and it can tell you a bit about how they
communicate.
 Conducting In-person Interviews
Now that you have fewer candidates in the pool, you can start
setting up in-person interviews to better assess their
qualifications. Whether you choose a panel or group interview,
or stick to one-on-one sessions, your interactions with the
candidate will focus on their ability to communicate and their
compatibility with company culture.
 Making Final Candidate Selection
Once everyone has been interviewed and you’ve received feedback from
the interviewers, the hiring manager will narrow the pool down to the
best fit for the job. Sometimes, a second candidate will be identified as a
runner-up in case the first pick declines the job offer. Since the next
phase involves testing, having a second candidate in mind is helpful if
the first choice doesn’t pass.
 Testing The Candidate
Before an applicant is brought on board as a proper new employee, the
employer may make an offer of employment conditional upon passing
tests or a background check. This communicates that, if all goes well, the
job is theirs. Drug tests are common, as well as criminal background
history checks.
Be sure you’re aware of the legality of such tests and checks. States have
their own rules about what you can use as a condition of employment.
Selection Testing

Selection testing is a screening process that hiring

managers use to judge an applicant's fit for a
certain job or company. A selection test is a
standardized test that the hiring manager gives to
all applicants.
This may be a physical test, an in-person test
during the interview or an online test completed
along with the application or after an initial phone
screening.
Types of Selection Tests

Personality test
A personality test measures an applicant's
characteristics to determine what type of personality
they have. This test includes questions about the
applicant's habits, preferences, interests and working
style. Hiring managers often use these tests to
determine whether a candidate is a good match for
the role and the company.
Job knowledge test

Job knowledge tests are used to measure a

candidate's ability to succeed in a specific job. This
test evaluates the candidate's knowledge of
terminology, techniques and skills relating to the job
they are applying for.
Hiring managers use this test to ensure that they hire
a candidate who is familiar with the role and able to
complete the tasks it involves. These tests are
typically used when hiring for jobs that require
specific skills.
Integrity test

Integrity tests are similar to personality tests, but

they focus on evaluating a candidate's honesty and
moral standing rather than multiple aspects of their
personality. This test helps hiring managers ensure
that they are hiring people who will comply with
their company's ethical standards.
Integrity tests can be useful for any job and any
industry because ethics are important within any
company.
Cognitive ability test

Cognitive ability tests are used to measure

intelligence and may also be called IQ tests. They
can focus on general intelligence or specific areas of
intelligence that relate to a job, like mathematical
skills or deductive reasoning skills.
A hiring manager typically uses these tests for jobs
that involve a high level of ability in one or more
areas of cognitive ability.
Skills test

A skills test evaluates a candidate's ability to perform

specific tasks related to a job. Unlike a personality test, a
skills test requires candidates to perform these skills to
prove their ability rather than answer questions related to
the skills.
A hiring manager may administer typing tests for clerical
and data entry job candidates to ensure that they can type
quickly and accurately. Another example of a skills test is a
writing assignment given to an applicant of a job involving
writing.
Physical abilities test
Physical abilities tests measure a candidate's strength and
endurance. These tests are necessary for jobs that involve
a certain level of physical fitness and ability. Common
jobs that utilize physical abilities tests include police and
military positions.
Hiring managers administer these tests to ensure that
candidates can handle the level of physical activity
required for the job without risk for injury.
 Concept of interview

An interview is a question-and-answer type of round where a

person asks questions and the other person answers those
questions. It can be a one-on-one two-way conversation or it can
be multiple interviewers and multiple participants.
Interviews make all of us nervous since these are the deciding
factor in whether you will get the job or not. Interviews make an
important part of the recruitment process. They are meant to assess
the candidate on different parameters including the following:
 Is the candidate the right fit for the organization’s work culture
 Does the candidate have the required skillset?
 Is the resume in alignment with the candidate’s profile?
 Types of interview
 Personal Interview
Also known as an individual interview, this face-to-face meeting
occurs between the recruiter and the candidate. The aim of such an
interview type is to ensure that he/she is suitable for the job profile as
well as the company culture. Questions like ‘Tell me about yourself
or “what are your professional achievements” are often asked in
personal interviews.
 Off-site Interview/ Informal
These are informal interviews where the candidate and interviewer
meet at a place other than the office. The interviewer may invite the
candidate over lunch. The aim of such interviews is to assess your
personality outside the workplace.
 Panel Interview
In this type of interview, there are multiple interviewers who assess
the candidate. All types of questions from expertise to future
aspirations may be covered in these interviews. These may include
different professionals from the team who assess the candidate on
different grounds. The decision in such interviews is collective. In
such interviews, the candidate is keenly observed based on their
skill set and body language.
 Structured Interview
In such interviews, interviewers ask the same set of questions from
all candidates. These can be open-ended or close-ended questions.
If it is an open-ended question, then there can be multiple answers
for a single question. If it is a close-ended question, there will only
be a single answer. In this type of interview, the interviewer
compares candidates based on their responses to these questions.
 Unstructured Interview
Here, interviewers change questions based on the candidate’s
response to the previous questions. There is no set format and there
can be all types of interview questions that you may not predict. The
interviewer may already have questions or they might base them on
the interview progress.
 Stress Interview
These are challenging in nature since the interview assesses your
response to stressful situations. Interviewers want to ensure that your
response will be constructive for the company. Such types of
interview are common for high-stress job profiles.
Here, the interviewer gives you a situation and the associated
problem. This may be an imaginary or a real-life problem. They then
ask for a solution to the problem. The aim is to assess how good you
are at problem-solving.
Employee Socialization
Employee socialization is the process by which new
employees understand the company's policies, the
internal culture, how the company hierarchy works and
the ways to function effectively in the organization.
Developing programs and policies that integrate new
employees into the company helps the company
maintain a consistent corporate culture.
It refers to the process by which person acquires the
knowledge, skills and decision that make them more or
less able manners of their society.
Purposes/ Objective of
socialization
 Employment Situation: The basic purpose of every organization
would be to make the new employees industrious as soon as possible.
Hence detailed information relating to work is provided at the initial
stage itself.
 Rules and Policies: The workforce should have a good understanding
of the constraints and policies of the organization for smooth and
continuous operations. Therefore, all the jobs in the company have to
be performed as per those rules and policies.
 Compensation and benefits: Although this information is made clear
during the recruitment process, an analysis of this is required during
socialization process. The employees will have some interest in
knowing the rewards offered by the company.
 Corporate Culture: The organization culture affects the
entire working pattern of any company. This includes
everything, from the way they dress to the way they behave
with the other employees. Hence, a glimpse of the culture
should be given during Socialization.
 Working as a team: During Socialization, the importance of
working as a leader is emphasized to add value to the
organization. This ability of leadership is assessed during the
initial stages of selection and training.
 Dealing with Change: Coping with change is a big challenge
to the employees at all levels in the organization. The
employees must have the ability to manage or deal with
change for survival in their respective jobs. Socialization
helps them in preparing for change by continuously
developing and training their skills.
Socialization Process
 Pre- Arrival Stage: This stage recognizes that every individual
employee comes with set of values and hope. For example, in some jobs
like the managerial kind, the employee might need a substantial degree
of socialization in training. During the selection process, most
organizations inform their prospective candidates about the process of
Socialization. Selection process also helps the organization in
determining the right person to fit the right job. The success here
depends mostly on the degree of forecasting made by the selection team.
 Encounter Stage: Here the employees bump into the real working
conditions of the organization. For example, the expectations of the job,
co workers, immediate seniors and the business as a whole. Here, if the
expectations confirm to be more or less correct, this stage reaffirms the
employees of the perceptions generated in past. If the reality is different,
socialization helps the employees in understanding to replace these. But
socialization cannot totally resolve the differences in expectations.
 Metamorphosis Stage: The new employees, in this
stage will work out solutions to meet any problems.
Hence this stage is called the metamorphosis stage.
At this stage the new employees will have become
comfortable with their jobs and the team members.
New hires will feel that they have been accepted by
their superiors and peers.
 Not only this, they would have by now understood
the organization system as a whole. They will also
know what is expected of them, how they are
evaluated and how productive they are towards the
goals of the organization.
 Outcomes: When socialization process goes
properly, it produces expected outcome. The
expected outcomes of socialization are
 Increased productivity
 Increased organizational commitment among
employees
 Possible lower rates of employee turnover.
Unit 6 (Career Planning/Career
Development)
Career planning is an individual’s lifelong process of
establishing personal career objectives and acting
in a manner intended to bring them about.
The term 'career denotes all the jobs that are held
during one's working life. It is viewed as a
sequence of positions held by an individual during
the course of his lifetime.
In each of us rests the power to shape our future
and it will be shaped by our action or inaction.
 You should control your career for your own
advantages. for controlling your career, you make
effective planning for your future and implementation
it practically. because you are the only one who has
the right about your decision of future planning, before
you start your career planning, first ask yourself:
 Who are you?
 Where are you now?
 what do you want? (Develop your 1-2-3-5-10....year
vision)
 How can you get there?
Why is Career Planning Important in
HR?
 Talent Acquisition and Recruitment: Implementing effective career
planning programs showcases the organization's commitment to employee
development and growth. This attracts high-potential candidates who value
career advancement opportunities, positioning the company as an employer
of choice.
 Employee Engagement and Retention: Career planning fosters a sense of
purpose and direction among employees, providing them with clear pathways
for growth and advancement. This leads to higher levels of job satisfaction,
increased employee engagement, and ultimately, improved retention rates.
 Succession Planning and Leadership Development: By identifying and
nurturing high-potential individuals within the organization, career planning
contributes to succession planning efforts. It helps identify future leaders,
ensuring a smooth transition when key positions become vacant and
minimizing disruption to business operations.
 Enhanced Employee Performance and Productivity: When
employees have a clear understanding of their career goals and a
roadmap for achieving them, they are more motivated, focused, and
productive. Career planning provides a framework for employees to
develop the necessary skills, knowledge, and competencies required to
excel in their roles.
 Organizational Adaptability and Flexibility: Career planning
encourages employees to continuously learn and develop new skills,
enabling organizations to adapt to changing business needs and market
dynamics. It facilitates a culture of innovation, agility, and lifelong
learning, positioning the organization for long-term success.
 Employee Empowerment and Satisfaction: Career planning
empowers employees by giving them a voice and active participation
in their own professional growth. It demonstrates the organization's
investment in their development, leading to increased job satisfaction,
higher morale, and a stronger sense of loyalty.
Career planning process is an important aspect for an
individual’s career planning and development. Some of
the basic steps in a career planning process are:
1. Self-Assessment
The first step in the process is self-assessment to be
done by the individual to understand his or her skills,
areas of interest, aspirations etc. Aspirations and goals
are very important here as that would define how
person would create future plan.
2. Research on Careers and Opportunities
The second step in the process is to understand the
career options, companies available, growth options in
career etc. which are aligned with the self-assessment
done already.
3. Set Career Objectives
The next step in the career planning is to set short-term as
well as long-term career goals for oneself, and to have a
clear career path. These can be defined as the immediate
goals and how one looks at the career further down the line.
A plan has to be according to clear objectives.
4. Learn & Improve Skills
The fourth step in the process is to keep acquiring new skills
and knowledge to be in line with career objectives and with
industry requirements. Many a times there can be clear gaps
in the objectives, aspirations and skills. To fill those gaps,
proper planning is required to acquire and learn those skills
so that career plan can be properly executed.
5. Preparation of CV/Resume
The next step in the planning process is to be fully prepared in
terms of CV, cover letter, recommendations etc. The resume
should clearly highlight the skills, qualifications, objectives
which is aligned with the career planning of an individual
6. Job/Work Search
The sixth step is to short-list the companies where an individual
is seeking a job & start applying. It can be also working a
entrepreneurship project as well.
7. Revise Career Goals
The last step in the career planning process is to continuously
evaluate the career goals and again do a self-assessment to build
a strong career path.
Concept of career Development
Career Development usually refers to managing
employee career in an organization. It basically
involves training in new skills, moving to higher job
responsibilities, making a career change within the
same organization, moving to a different
organization.
In other words, career development is the process of
improving an individual’s abilities in anticipation of
future opportunities for achieving career objectives.
Steps/ Stages of Career
Development.
1. Exploration
(Typical age range: 21-25)
Exploration refers to the stage before gaining
permanent employment. Those in this stage may be
finishing an undergraduate or graduate degree. This
stage shapes the direction of your professional
ambitions. As the prospect of a long-term career
approaches, you may begin to eliminate many
options and focus on several professions that interest
you.
Your background and personality influence your career choice.
Your path may also be informed by:
 Your upbringing
 Communication from parents
 Feedback from teachers
 Education
2. Establishment
(Typical age range: 25-35 years old)
The establishment stage includes your initial job search,
applying for a job and accepting your first long-term position.
You are likely to accept an entry-level or mid-level position
with comparably minor responsibilities. Learning, career
development and establishing your place characterize this stage.
The realities of your job replace the expectations from the
exploration stage.
 3. Mid-career
Typical age range: 35-45 years old
This stage may be characterized by either career stability
and progression or a transition into a new profession or
field. Many employees in this stage reach their peak levels
of productivity and maintain a skill set specific to their role.
By remaining dedicated to your current job, you can receive
greater responsibility and the resulting rewards and
recognition. You will likely expect progress at your job,
such as a promotion or pay increase. In this stage, you may
consider reevaluating your goals, interests and skills.
4. Late-career
Typical age range: 45-55 years old
Presuming that you progressed through the mid-career
stage successfully, the late-career stage can be an
opportunity for a less demanding work environment.
Rather than learning or obtaining new skills, the late-
stage employee can teach others and begin identifying
and training a successor.
You may have fewer opportunities for advancement, but
you can enjoy tasks like mentoring younger employees.
You will likely not have any job changes during this
stage, relying on your reputation and good standing as
security for your position.
5. Decline
Typical age range: 55-65 years old
After finishing a solid career and several decades in
the workforce, many people are ready to retire.
After retirement, you may choose to enjoy the break
from working by spending more time with family
and friends and traveling. You can channel your
skills and knowledge into reviving past hobbies,
developing new interests or volunteering.
Unit 5 Employee Training and
Management Development

Training means the process of increasing the

knowledge and skills of an employee for
doing a particular job. It seeks to improve the
job performance and work behavior of those
trained.
W.F. Cascio: “Training consists of planned programs designed
to improve performance at the individual, group and/or
organizational levels.”
Training programs may be conducted to achieve the
following objectives:
(i) To provide the necessary information to newly
appointed employees so as to help them in getting
adjusted to the jobs assigned to them.
(ii) To bring about improvement in the performance of
work, so as to bridge the gap between existing level
and desired level of performance.
(iii) To prepare employees for promotion to higher
positions in the organization.
(iv) To improve job satisfaction of employees and
thereby minimize labor turnover and absenteeism.
Four Important terms in use
Training :( Process by which knowledge, attitudes, skills and
habits of employees to perform specific jobs are increased.
Development( Growth of individual in all respects. It covers
not only those activates which improve job performance
but also those which bring growth about personality.
Maturity and self actualization of their Potential
capabilities)
Education ( Concerned with increasing general knowledge and
understanding of total environment)
Learning(Concerned with brining about relatively permanent
change in behavior as a result of experience.
UNIT - 1
Concept of HRM
Human Resource Management involves all the
activities necessary for manpower management. HRM
focuses on management of people within companies,
emphasizing on policies and systems.
It is concerned with the human beings in an
organization the management of man, it is a very
important and challenging job because of the dynamic
nature of the people no two people are similar mental
abilities and behaviors, they differ widely also as a
good and are subject many varied influences.
 Human Resource Management Is An Art and A Science.
HRM is the art of managing people by recourse to creative and
innovative approaches; it is a science because of the accurate
application of theory required.
 Human Resource Management Is Pervasive
HRM has universal application. It can be used for business and
other organizations such as schools, colleges, hospitals, religious
organizations, etc. The development of HRM covers all levels and
all categories of people, management, and operational staff. It is
pervasive also because it is required in every department of the
organization. All organizations, profit or non-profit, have to
follow HRM.
 HRM Is A Continuous Process
HRM is not a one-time process. It is a continuous process. It
has to continuously change and adjust according to the
changes in the environment, the staff’s expectations, etc.

 HRM Must Be Regulation-Friendly.

The HRM function must be discharged so that legal rules are
not violated.

 HRM is An Interdisciplinary and Fast-Changing

It concerns welfare, workforce, personnel management, close
association with the employee, and industrial relations. It is a
multidisciplinary activity utilizing knowledge and inputs
from psychology, sociology, economics, etc.
 Human Resource Management is Focused On Results.
HRM is performance-oriented. It has its focuses on results rather
than on rules. It encourages people to give their 100%. It tries to
secure the best from people by winning wholehearted
cooperation.

 Human Resource Management is People-Centered

HRM is about people at work, both as individuals and as a group.
It tries to help employees to develop their potential fully.
 Efficient Use Of Resources
Efficient utilization of humans is the main objective of hrm. hrm train
the employees to utilize human and non-human resources so that the
goals of an organization can be achieved for efficient utilization of the
resources HR departments formulations aims & Policies
 Develop An Organizational Hierarchy For More Productivity
Organizational hierarchy is different in structure and environmental
relations between employees and management. It gives the
assignment to each employee working in the organization. The
assignment is to be carried out within the given constant it always
defines authority, right, duty, accountability, and responsibility thus
HRM helps to maintain the organization’s hierarchy and structure.
 Valued Human Beings
HRM focuses on promoting good working relationships among
working and managers in an organization thus good HRM system
helps in creating an environment where employees are respected.
 Maintain Employee Satisfaction
HRM provides a series of amenities, services, and opportunities to
employees for their career development this leads to job
satisfaction and hence improve work performance. HRM aims in
meeting the personnel objective of employees so that they can be
motivated and retained.
 Increasing Organizational Efficiency
HRM focuses on accomplishing higher production with effective
utilization of available resources. this leads to an improvement in
organizational goals and objective
Function of Human Resource
Management
 Human Resource Planning: Human resource
management helps in planning the optimum human
resource requirements of an organization. It analyses
and decides the number and types of employees needed
for performing functions needed to attain desired goals.
 Job Analysis and Design: It performs the role of
analyzing the nature and requirements of various job
positions. HRM describes the skills, work experience
and qualification needed for delivering the job role. Job
design is concerned with deciding duties, task and
responsibilities to be undertaken needed for attaining
objectives.
 Recruitment and Selection: HRM does the function of
hiring required personnel for carrying out the required
operations. It focuses on selecting prospective
employees for organization which can perform
efficiently and deliver better results.
 Training and Development: Organization needs to
train their newly recruited employees for better
performance. HRM provides various training and
development programs for enhancing the skills of all
employees. Employees attain professionalism and
efficiency in their roles through training.
 Performance Appraisal: It involves monitoring
employee’s performance and awarding them as per their
output. Performance appraisal ensures that an
employee’s output remains at an acceptable level. HRM
evaluates the performance of various employee’s and
decides their incentives accordingly.
 Employee’s Welfare: Welfare of employees plays a
significant role in improving the efficiency of people working
with the organization. HRM is one which ensures that
employees get better working environment, services, facilities
and benefits. It will help in motivating them and yield better
productivity.
 Labor relations: HRM has an efficient role in improving the
relations with labors. It ensures that all workforces are paid
fair wages timely. HRM handles and resolves all queries or
conflict of labors working within the organization.
 HRM and Personnel
management
The main difference between Personnel Management and
Human Resource Management lies in their scope and
orientation.
 The aspect of management that is concerned with the work
force and their relationship with the entity is known as
Personnel Management. While the scope of personnel
management is limited and has an inverted approach,
wherein workers are viewed as tool. Here the behavior of the
worker can be manipulated as per the core competencies of
the organization and are replaced when they are worn-out.
On the other hand, human resource management has a
wider scope and considers employees as the asset to
the organization. It promotes mutuality in terms of
goals, responsibility, reward etc. that will help in
enhancing the economic performance and high level
of human resource development.
In early centuries, when Human Resource Management
(HRM) was not prevalent, then the staffing and
payroll of the employees were taken care of, by the
Personnel Management (PM). It is popularly known
as Traditional Personnel Management. Human
Resource Management have emerged as an extension
over the Traditional Personnel Management.
HRM SYSTEM
(AN Integrated Approach To Managing HR)

 A system is a group of interrelated parts acting

together to accomplish organizational goals. HRM
is a sub-system of an organizational system. HRM
is viewed as a group of interrelated parts with a
unified purpose. Like other systems, HRM system
is composed of three basic elements and they are
1) Input
2) Process
3) Output
 Inputs of HRM SYSTEM
 Objectives and strategies of the organization.
(Setting goals and making strategy to achieve those goals)
 Plans, Policies and Procedures.
(Based on organizational Plans and policies HR department set
their Plans, policies and Procedure)
 Organization Structure.
(Based on Authority and responsibilities positions are formed)
 Communication and decision making.
(Good flow of communication with all the staffs)
 Environment and Social obligations.
(Understand the environment and society)
 Processes of HRM System.
Those inputs received by the HRM System are processed together to
bring the desired outputs. Inputs received by an HRM system are
processed by
1) Acquisition
(Involves recruitment, selection and HRP)
2) Development
(Involves training and developments of the employees)
3) Motivation
(It is a psychological aspect and ensures the optimum utilization of
human resource)
4) Maintenance
(It ensures retaining productive employees in the organization for a
long time)
Outputs for HRM SYSTEM
 Output: The output component of human resource
management includes goal achievement, quality of
work life, productivity, commitment, efficiency,
readiness for change etc. The effectiveness of
human resource management is measured on the
basis of its output. We can only say that the system
developed in human resource
(Management is appropriate only when output is
achieved effectively.)
 Other Elements Of HRM System

1) ENVIRONMENTS OF HRM SYSTEM

2) FEEDBACK

ENVIRONMENTS
There are two types of a dynamic Human Resource Management
environment, External Environment and Internal Environment.
Control over external environment influences the management of its
human resources and internal environment of HRM totally affect
the internal matter of business.
 External environment
 The External Environment of HRM
Components that influence the human resource human resources of a
business organization from outside the organization boundaries is
refer to as external environmental factors. Following are the external
environmental factors that affect business organization.
1. Customers
2. Shareholders(The owners)
3. Competition
4. Society
5. Technology
 Internal Environment
Internal environmental factors refer to components that influence
human resources of business organization from inside its
boundaries. Following are the internal factors that influence business
organization.
1. Mission
2. Policies
3. Corporate Culture
4. Management Style of Upper Managers
5. Employees
Feedback of HRM system
The feedback system measures output of HR process and feed
into the system. It helps to correct deviations and to achieve
the desired HR results.

CONCLUSION:
Based on all the topics we discussed it can be said that if
HRM system is designed and implemented properly by
manager in organization it brings higher level of productivity,
OWL, readiness to change according to the organizational
plans and objectives.
 Challenges and Responsibilities
of HR
1)Managers
The changing scenario
2) Emerging challenges and responsibilities of HR
manager
 HR and improving productivity
 HR and corporative strategy
 HR and transferring knowledge
 HR and employee commitments
 HR and service organizations
 HR and responsiveness
 HRM Environment
(Strategic implementation of dynamic HRM
environment)
1) Globalization
Challenges
 Values, symbols, and beliefs differ sharply among cultures.
 Different work norms and the role work plays in person’s life.
 Nature of supervisory relationships, decision making.
 How to design motivational packages.
Opportunities
(Extended market, Higher revenue, opportunity to learn new things)
Workforce diversity

Challenges
 Different lifestyle and cultural factors
 Family and work style
Opportunities
 Increase creativity and innovations
Changing nature of work
Technology Advancement
Empowerment of employees
Managing organization change
Legal trends
Improving ethical behavior
 HRM IN NEPAL
Human Resource (HR) scenario in Nepal started from the year
2000. Until that period, there was no separate Human Resource
department used to exist in any organization generally. When
businesses started facing difficulties in dealing with HRM. They
realized that effective management of Human Resource is the most
important factor in any organization.
Human Resource management is Nepal is still at early stage. Over
the past few years, Nepalese organizations adopting modern HR
techniques has been rising with the increased sense of realization
of the fact that people are the most important resource of any
organization.
 HRM scenario in Nepal
The current Human Resource HR management scenario in Nepal has
changed drastically over the years and it is gaining popularity among
companies in Nepal compared to the earliest of the year 2000. As
traditional belief was limited to the capital investment superseding other
resources such as people technology etc. with the advancement in
technology and competitive market, their focused changed to hiring a
qualitative work force that is competent to meet the overall organizational
objectives.
These days organizations emphasize more in recruitment, development
aspects of the human capital. In the context of Human resource
management in Nepal, many companies are progressing in managing
Human resource to meet organizational goals and objectives. For
examples : Chaudhary groups, NIC Asia bank, standard chartered bank
etc.
Human resource planning
(HRP) - UNIT 2
 Human resource planning (HRP) is a strategy used
by a company to maintain a steady stream of skilled
employees while avoiding employee shortages or
surpluses.
 Having a good HRP strategy in place can mean
productivity and profitability for a company.
 There are four general steps in the HRP process:
identifying the current supply of employees,
determining the future of the workforce, balancing
between labor supply and demand, and developing
plans that support the company's goals.
 Features of Human Resource Planning

A successful human resource planning strategy may look different from organization to
organization. It should, however, have some common features.
 Well Defined Objectives:
As with any type of planning, it’s important to clearly define your objectives.
Make your goals concrete and actionable– for example, it’s better to say, “we’re
going to hire two new employees in the IT department by May” than “we need
to beef up the IT department this year”.
 Determining Human Resource Needs:
It’s also important to know what your HR department requires in order to reach
your objectives. The needs of the HR department should be determined and met
so that there are no roadblocks to meeting your goals.
 Keeping Manpower Inventory:
It involves maintaining an available inventory of qualified
manpower. This can be a huge benefit in the event of turnover or
sudden growth.
 Adjusting Demand and Supply:
One of the more trying features of human resource planning is
the adjusting of supply and demand. When there is a demand for
the product or service, the workforce must adapt. When demand
decreases, the workforce must again adapt. A savvy HR person
knows how to plan and adjust accordingly.
 Creating Proper Work Environment:
It also involves creating an atmosphere that is conducive to
productivity in the office. This can pertain to training,
development, or even just ensuring the basic safety and security
needs of employees are met.
Steps in Human Resource
Planning Process
There are several steps you should follow if your
organization decides to begin human resource planning.
 Analyze Organizational Objectives
Determine what it is that your organization wishes to
accomplish in the next year or so– whether that’s
growing by 5% or reducing turnover by 10%, make sure
your objectives are concrete and attainable.
 Inventory Current Human Resources
Take a look at your current HR setup. Is your department
adequately staffed? Are they trained in HR-related
issues?
 Forecasting Demand and Supply of Human
Resource
Consider what the demand and supply for your product,
manpower, and human resources may be over the next
year.
 Estimating Manpower Gaps
Once you know what the supply and demand for
manpower will be, you can estimate where the gaps and
surpluses will occur.
 Formulate the Human Resource Action Plan
Using that information, you can then begin to come up
with a concrete and actionable plan to address your
human resource needs
 Integrating/Implementing the Plan
Turn your words into action by integrating your plan
into your organization’s culture.
 Monitoring, Control, and Feedback
Evaluate as you go, solicit feedback from recruits and
existing employees, and adjust the plan accordingly for
best results.
 Importance of Human
Resource Planning
 Assessing Future Personnel Needs:
It requires an organization to consider things such as turnover and
anticipated growth. This process allows the organization to
determine accurate hiring goals.
 Foundation for Other HRM Functions:
Other factors of human resource management, such as training and
benefits, directly hinge on the hiring process.
 Investment Perspective:
It is an investment in your organization. It does take money to hire
and retain HR staff, but trying to operate without a functional HR
department would cost much more in the long run.
 Expansion and Diversification Plans:
If your organization plans to expand, human resource
planning can help achieve that. Likewise, if you need to
diversify your workforce, it may require some degree of
planning.
 Employee Turnover:
Turnover is stressful for an entire company. Proper HR
planning can greatly reduce this stress by anticipating
turnover before it happens, leading to more continuous and
consistent staffing.
 7. Growth of the Organization:
Manpower planning facilitates the expansion and
diversification of an organization. In the absence of human
resource plans, the required human resources will not be
available to execute expansion and diversification plans at
the right time
 Human Resource Information
System
The HRIS is a system that is used to collect and store data
on an organization’s employees. It is the method by which
organization collects, maintains, analyzes and reports
information on people and jobs. Information system may be
a. Manual
b. Computerized
c. A mix of both.
The HRIS facilitates obtaining HR data on a logical, valid
and reliable manner in order to assist in managerial decision
making.
Purposes/Uses/Benefits of
HRIS System

 Helpful in HR Planning and Analysis.

 Help to implement equal employment
opportunity.
 Record-keeping
 Offers data regarding staffing function.
 Efficiency in decision making
 Can be useful to implement compensation and
benefit programs.
Forecasting HR demand and
Supply
The main purpose of HR forecasting is to
estimate employees requirements at some
future time period.
Such forecasts are of two types –
Forecasting HR demand
Forecasting HR Supply
Forecasting HR Demand
It is a determination of demand for people and of the
appropriate type and skills for given time periods in
the future.
Some of popular techniques of demand forecasting
are:
Delphi technique
It is a systemic way of obtaining and refining
judgments by a group of experts. Each expert is
asked to make predictions, summarizes them and
distributes them to the end panel members for
another round of forecasts.
Managerial Judgment:

Under this technique, managers of the respective

teams assess future workforce needs in different
categories in their respective establishments. To
forecast future workforce demand by skill category,
managers will need to aggregate all data related to
employees, retirement, up skilling or reskilling
needs, and so on.
The managerial analysis method is used for
forecasting highly professional skills, succession
planning, and making short-term workforce
forecasts.
Nominal Grouping Technique

In this technique several experts(HR managers) sit

around a conference table. They are presented with a
set of questions related to HR demands. They
independently list their ideas on a sheet of paper or
computer. The solutions and ideas given by this
panel are based on the panel members’ background
knowledge and personal experience. The ideas
received are collected anonymously and the panel
votes on each idea, until one is finalized
unanimously.
Workload analysis

Workload analysis is only suitable where the

estimated workload is easily measurable. In this
forecasting method, the total estimated production of
services/goods for a predetermined period is
forecasted. The HR team then estimates the number
of employees that will be hired to fulfill the
forecasted production capacity based on past data.
Thus, demand for human resources is forecasted
based on estimated total production and the
contribution of each employee in producing each
unit.
Computerized Forecast
techniques
These techniques are getting popularity every
year. Computer are used even to all the above
techniques for the purpose of simplicity and
accuracy. Ready made software is also available
in market to forecast employee requirements.
With such a system, HR manager compiles the
information needed to develop a computerized
forecast of staff requirement.
 Forecasting HR Supply
Techniques
Replacement planning:
It uses replacement charts. They are developed to show the names of
the current occupants. It gives information about the candidate’s
position in the organization and the names of likely replacement.
Succession planning:
With the help of succession plans, the positions likely to be vacant in
future can be estimated before – hand. A succession plans is the
process of anticipating future staff needs. It also covers preparing
plans for meeting these manpower needs internally.
Gain And Loss Analysis

HR Manager can identify future flows and internal

availability of human resources through gain and loss
analysis. The steps involved are:
 Determine number of losses( transfers, quit,
promotion/demotions)
 Determine number of gains(Transfers, quit,
promotions)
 Determine anticipated net internal supply
(beginning inventory - projected loss + projected gain
= Net Supply)
HRP Practices in Nepalese
Organizations
Manpower planning practices in Nepalese organization
are not encouraging. Most of the organization’s HR
planning is based on power base, favor- disfavor, lack of
proper system.
Lack of formal and systemic HRP culture
Overstaffing in government and public enterprises
Understaffing in private organization
Demand for vacancies is low but supply is very high.
HRP Practices in Different
sectors/Organization
Government Offices/Projects:
Existing researches clearly indicates that most of the
government offices are suffering from over staffing,
decentralized power and authority. Few years ago
Government of Nepal lunched ‘ Voluntary
Retirement Scheme(VRS). Thousands of employees
applied for VRS because it was a “golden handshake
package for the employees. As government changes
new vacancies are created to give job to the political
supporters.
Semi-Government Organization(Public
Enterprises)

 The situations of HRP in Public Enterprises

 PEs autonomy for HR planning is handicapped
by the frequent interventions of government.
 Legal provisions for estimating manpower
requirements are very rarely followed in
practice.
 They have no system of formal succession
planning to appoint chief executives.
 Over staffing has made HRP irrelevant in
government and public enterprises.
Government schools and colleges.
 Lack of proper and formal manpower
planning
 Over staffing
 Political interference
Private sector organization
( Generally owned and managed by family
members, Usually they prefer to hire their
relatives, friends and Near and dears ones.
Banks and Financial Institution
A ray of hope ( Aasha ko Kiran) can be seen in
private Banks though they are blamed for
understaffing. They get technical help to go through
formal HRP from foreign counterparts. Private
finance companies are very small in size so they plan
only technical manpower. For rest of the positions
they do not go through formal planning.