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Unit 2 Job Evaluation bnkkmmhgghjjjjjjhg
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- 2. Job Analysis • Jobanalysis refers to a systematic process of collecting all information about a specific job, including skill requirements, roles, responsibilities and processes in order to create a valid job description. • Job analysis also gives an overview of the physical, emotional & related human qualities required to execute the job successfully.
- 3. Why is ajob analysis important? • Manpower Planning • Recruitment, Selection and Placement • Training and Development: • Job Evaluation • Performance Appraisal • Promotions • Employment Guidance • Labour Relations
- 4. How do youconduct a job analysis? • Gather information about a position • Evaluate the importance of each task and competency • Research industry standards • Revise job descriptions and standards • Use data to make changes
- 5. What is jobanalysis vs job description? • Job analysis can be understood as the process of gathering information related to a particular job. This information includes knowledge, skills and abilities to work effectively. It is useful for preparing job description . • A job description is a document that indicates what the job covers, that is, the functions, responsibilities, duties, powers and officers, attached to the job. • Job analysis means an in-depth examination and evaluation of a particular job. The job description is a statement that is characteristic of a particular job.
- 6. What are thecomponents of job analysis? • Job Position • Job Description • Job Worth
- 7. What methods canyou use to conduct a job analysis? • Interviews • Observations • Surveys • Work logs
- 8. What are thedisadvantages of job analysis? • Time consuming • Too much human effort • Lack of Skills • Lack of mental abilities
- 10. FACTORS AFFECTING JOBANALYSIS
- 11. JOB SPECIFICATION • Ajob specification is an official document which describes the duties, required knowledge, skills and abilities, and minimum qualifications of State jobs. • Job specification can help hiring managers decide which qualities and requirements are most important in a candidate. • When reading these job specifications, a candidate can decide whether they have the right experience, education and characteristics to apply for a specific job.
- 12. PURPOSE OF JOBSPECIFICATION • Described on the basis of job description, job specification helps candidates analyze whether are eligible to apply for a particular job vacancy or not. • It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening. • Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more. • It helps in selecting the most appropriate candidate for a particular job.
- 13. HR PLANNING • HumanResource Planning (HRP) is the process of forecasting the future human resource requirements of the organization and determining as to how the existing human resource capacity of the organization can be utilized to fulfill these requirements. It, thus, focuses on the basic economic concept of demand and supply in context to the human resource capacity of the organization.
- 14. HR PLANNING • HRmanagers are in a stage of anticipating the workforce requirements rather than getting surprised by the change of events • Prevent the business from falling into the trap of shifting workforce market, a common concern among all industries and sectors • Work proactively as the expansion in the workforce market is not always in conjunction with the workforce requirement of the organization in terms of professional experience, talent needs, skills, etc. • Organizations in growth phase may face the challenge of meeting the need for critical set of skills, competencies and talent to meet their strategic objectives so they can stand well-prepared to meet the HR needs
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- 16. IMPORTANCE OF HUMANRESOURCE PLANNING • Anticipating and Adapting to Change: • Strategic Workforce Alignment: • Efficient Talent Acquisition: • Optimal Resource Utilization • Succession Planning and Leadership Development: • Employee Engagement and Retention • Cost Savings:
- 17. FOUNDATION FOR PERSONNELFUNCTIONS, HR MANAGEMENT
- 18. SOURCES OF RECRUITMENT •Internal Sources • Promotion • Transfer • Employee Referrals External Sources • Advertisement • Employment Exchanges • Educational Institutions • Recommendation
- 19. METHOS OF RECRUITMENT •Direct Recruitment • Direct recruitment involves sending someone to contact the potential candidate. • The direct method of recruitment eliminates the need for middlemen, such as professors or recruiters. Direct recruitment is the most commonly used on-campus recruitment. Some methods of direct recruitment include job fairs and institutional visits.
- 20. METHOS OF RECRUITMENT •Indirect recruitment Indirect recruitment involves informing the potential candidate about the job vacancy through different channels of advertisement. Third-party recruitment Third-party recruitment methods involve hiring a recruiter who will contact potential candidates on behalf of the organisation.
- 21. METHODS OF RECRUITMENTIN HRM • Social media • Video Interviewing • Traditional advertising copywriting brief • Content marketing brief • Employment exchanges • Word of mouth • Promotions and transfers • Employee referrals
- 22. SELECTION PROCEDURE • Selectionis the process of recognizing and choosing the best candidate out of several potential candidates for a job. The candidates who are not suitable for the job are eliminated. For selection, the candidates have to give several employment tests and interviews. • At every step, many are shortlisted and some move on to the next round until the right candidate is found. The process of selection begins with going through the applications and continues even after the offer of employment, acceptance, and joining of the candidate.