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UNIT II THE CONCEPT OF BEST FIT EMPLOYEE

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Importance of Human Resource Planning Forecasting human resource requirement Internal and External sources. Selection process screening Tests - Validation Interview - Medical examination Recruitment introduction Importance Practices Socialization benefits.

Human recourse Planning

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HRP : It is a forward looking function. It tries to assess the human resource requirements in advance keeping the production schedules, market fluctuations, demand forecast in the background. It is also known as employment or personnel planning. Objectives :

Forecast personnel requirement :

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Importance
Reservoir Prepare Expand Cut

of talent

people for future or contract planning

cost

Succession

Process of HRP

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A. Forecasting the demand for HR

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B. Preparing Manpower Inventory 1. Internal labour supply a. Staffing table: Number of employees in each job classify on the basis of age position sex category etc. indicates whether current employees are properly utilized or not b. Markov Analysis : Estimate future availabilities in the workforce

5/8/12 C. Determine Manpower Gap

Existing number of personnel and their skills are compared with forecasted manpower needs to determine quantitative and qualitative gaps. D. Formulating HR plan 1. Recruitment plan: Number and type of people required

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Forecasting the demand for HR

(i)External challenges a) Economic Development: Liberalization, banking sector capital market reforms, on line trading created huge demand for finance professionals. b) Political, legal, social and technical changes : Demand for certain categories of employees and skills are influenced by changes in political, social

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Forecasting the demand for HR

(ii)Organizational decision Strategic plan, sales and production forecasts and new venture must be taken into account in employment planning. (iii)Workforce factors Demand modified by retirement, resignation, termination, leave of absence.

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Forecasting the demand for HR

(v)Other methods a) Work force analysis: Average loss of manpower due to leave, death, retirement, transfer during last 5 years are taken into account. b) Workload analysis: Calculate number of persons required for various jobs with reference to planned output after

Preparing Manpower Inventory

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a)

Internal Labour Supply :

Staffing tables : Number of employees in each job. Classify it. Do basis of age, sex, position, category, etc. indicates whether current employees are properly utilized or not. Markov analysis : estimate availabilities in the work force. future

Determining Manpower Gap :

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Existing number of personnel and their skills are compared with forecasted manpower needs to determine quantitative and qualitative gaps. Formulating HR Plans transferring or restraining existing Redeployment Program of :
employees Plan Redundancy Plan Who is redundant, when and where Training Plan Number of trainees required and the program to recruiting or training them Recruitment Plan Number and type of people required

Productivity Plan Reason for employee productivity or reducing employee cost Retention Plan Control Plan Employee turnover and show strategies to avoid wastage Find out deficiencies, periodic updating of manpower inventory

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RECRUITMENT & Selection

Recruitment

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Recruitment is a process of locating and encouraging potential applicants to apply for existing (or) anticipated job openings. Aims Attracting a large number of qualified applicants who are ready to take up the job if its offered. Offering enough information for unqualified persons to self select

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Sources of recruitment

Internal Sources Promotions Transfers Job Rotations Rehires & Recalls

External Sources Employment agencies Walk-ins Employee referrals Professional Associations Head- Hunting Educational Institutions Temporary-help agencies Trade associations and

Methods of recruitment
Internal Methods Promotion & Transfer Job posting & bidding Skill inventories Inside moonlighting Employee referrals Direct Methods Campus recruitment Indirect methods Television and radio acts Blind box Newspaper ads Advertisement

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Methods of recruitment
Internal methods

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Promotions and transfers: promotion involves movement if an employee from lower level position to higher level accompanied by changes in duties, responsibilities, status and value. Transfer involves lateral movement within the same trade, from one job to another. Job postings: publicity of job opening on

Methods of recruitment
Indirect methods Advertisement

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Newspaper ads:- easy to place jobs without much lead time. flexibility in terms of information and can conveniently target a specific geographic location. Blind box: no identification of advertising or job aspirants post there response to post box number.

Methods of recruitment

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Third party methods

Private employment search firms: put employment agency that maintains computerized lists of qualified applicants and supplies these to employees willing to hire people from the

Recruitment Process
Step 1: Determine the exact need Step 2: Obtain approval

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Step 3: Combine or update job description and job specification Step 4: Determine the key performance areas of the job Step 5: Consult the recruitment policy and procedure Step 6: Choose the recruitment source Step 7: Decide on the recruitment methods Step 8: Implement the decision Step 9: Allow sufficient time for response Step 10: Screen response

5/8/12 Evaluation of the Sources of Recruitment

Time lapse data (TLD) :

Time

lag between the date of requisition for manpower supply from a department to the actual date of filling the vacancies in that department

Example :

Average number of days from application to interview : 10 days to offer : 7 days

Interview Offer

to acceptance : 10 days

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Yield Ratio:
Ratios

indicate the number of leads / contacts needed to generate a given Offer ratio 1 : of hires at a point of time. Offers Made number
2 Interview offer 3:2 Invitees to interview ratio 4 : 3 to Leads invitees ratio 5:1 Trainees Needed Candidates Invited Candidates Interviewed Candidates

5/8/12 Evaluation of the Sources of Recruitment

Surveys and Studies :

To

find out the suitability of a particular source for certain position.

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Example

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Selection is a process of picking individual who have relevant qualification to fill jobs in an organization. Process

Step 1: Reception Step 2: Screening Interview Step 3: Application Blank

Selection

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Step 4: Selection Tests a. Intelligence test b. Aptitude test c. Personality test

Projective Interest

test test

test

Preference

Selection
Step

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5: Selection Interview

a. Non directive interview b. Directive or structured interview c. Situational interview d. Behavioral interview e. Stress interview f. Panel interview
Step Step

6: Medical Examination 7: Reference Check

Selection
Step 1: Reception

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Create favourable impression on the applicant right from the stage of reception. Should be tactful and able to external help in friendly way. Step 2: Screening Interview Planned by large Org t cut cost of selection by allowing only eligible candidates to go through the further

Selection
Step 4: Selection Tests a. Intelligence test :Mental ability

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It measure incumbents learning ability and also the ability to understand instruction and make judgments b. Aptitude test:Measure individuals performance to learn certain skills-clerical, mechanical, mathematical. c. Personality test:Measuring personality factor and relationship between personality factor and actual job criteria. d. Achievement test:-

Selection
Step 4: Selection Tests contd

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e. Simulation test:Which duplicates many of the activities and problems an employee faces while at work. f. Assessment center:Performance in situational exercise is observed and evaluated by a team of 6 to 8 trained assessors.

Selection

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Step 5: Selection Interview a. Non directive interview Asks question which comes to mind. No specific formal to be followed. b. Directive or structured interview Predetermined set of questions that are related to job. Comparison among applicants is

Selection

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Step 6: Medical Examination Whether suitable applicant is medically

Whether the applicant has health problems which would interfere with work efficiently. Whether applicant suffers from bad health which should be corrected before he can work.

Example

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on C

cy an lt su

Example

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RECRUITMENT & Selection

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