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UNIT 2.pdf
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- 2. Definition ⚫ The processby which management determines how an organization should move from its current manpower position to its desired manpower position. ⚫ It is a process of determining & assuming that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which provide satisfaction for the individuals involved.
- 3. Objectives ⚫ Optimum utilizationof human resources ⚫ Forecast future requirements for HR ⚫ To provide control measures regarding availability of hr whenever required ⚫ To link HRP with organizational [planning ⚫ To assess the surplus & shortage of human resource. ⚫ To determine level of recruitment & training.
- 4. Features ⚫ Dynamic activity ⚫Well defined objectives ⚫ Determines personnel needs ⚫ Consists of current manpower inventory ⚫ Adjusting demand & supply ⚫ Creating proper work environment ⚫ Development of policies ⚫ Complementary to organization planning
- 5. Factors affecting HRP External factors Governmentpolicies Level of economic development Business env. Level of technology International factors Internal factors Company policies & strategies HR policies Job analysis Time horizon Type & quality of info Co production policy Trade unions Organ. Growth cycle
- 6. Process Environmental Scanning Organizational objectives& policies Demand & supply forecast Estimating manpower gaps Identification of surplus & deficit
- 7. Contd. Action Planning(R&S, T&D, Promotionplan, Retention Plan, Redundancy) Monitoring & control
- 8. Importance ⚫ Serves asreserve of talent ⚫ Prepare people for future challenges ⚫ Facilitates smooth expansion of scale of operations ⚫ Helps in controlling manpower ⚫ Helps in economic development
- 9. limitations ⚫ Inaccuracy offorecasts ⚫ Identity crisis ⚫ Require top management support ⚫ Resistance from employees ⚫ Lack of technical feasibility ⚫ Inefficient information system ⚫ Uncertainties ⚫ Expensive & time consuming ⚫ Lack of coordination with other departments ⚫ Unbalanced focus
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- 11. Definition ⚫ Acc. ToFlippo : “It is the process of studying & collecting information relating to the operations & responsibilities of specific job.” ⚫ It is a detailed & systematic study of jobs to know the nature of the people to be employed on various jobs. It involves collection of necessary facts regarding jobs & their analysis.
- 12. Features ⚫ Systematic wayof gathering & analyzing information about a job. ⚫ Develop jobs ⚫ Linked to HR activities ⚫ Redesign jobs
- 13. Uses/Role ⚫ HR planning ⚫Recruitment ⚫ Selection ⚫ Orientation ⚫ Training ⚫ Counseling ⚫ Employee safety ⚫ Performance appraisal ⚫ Job design ⚫ Job evaluation ⚫ Discipline ⚫ Labor relations ⚫ Compensation & benefits ⚫ Legal consideration
- 14. Process of JobAnalysis ⚫ Determination of uses of job analysis ⚫ Strategic choices in Job Analysis : Employee involvement, level of details, When & how often, sources of job data ⚫ Information Collection ⚫ Information Processing ⚫ Job Description Job Specification
- 15. Techniques of JobAnalysis ⚫ Questionnaire ⚫ Interview ⚫ Technical conference ⚫ Critical incident ⚫ Observation ⚫ Self recording of diary
- 16. Problems in jobanalysis ⚫ Lack of support of top management ⚫ Relies on limited method of data collection ⚫ Lack of training/motivation ⚫ Supervisor & employee do not take part in the design of job analysis ⚫ Employee are not given enough time to complete the analysis ⚫ Employee’s fears ⚫ Need to update information that has been gathered
- 17. Precautions in jobAnalysis ⚫ Must be continuous process ⚫ Must based on both individual & job ⚫ Minimum requirement for job must be determined ⚫ Multiple methods must be used
- 18. Job Description ⚫ Itis an organized factual statements of job contents in the form of duties & responsibilities of a specific job. ⚫ JOB SPECIFICATION It is a document which states the minimum acceptable qualities necessary to perform a job properly
- 19. Contents ⚫ Job Title ⚫Job Location ⚫ Job summary ⚫ Duties to be performed ⚫ Machines, tools & Materials ⚫ Relation to other jobs ⚫ Nature of supervision ⚫ Working Environment
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- 21. MEANING ⚫ It refersto the way the tasks are combined to form a complete job. ⚫ It can be defined as building the specifications of the position, contents, methods & relationships of the job so as to meet with various technological & organizational requirements as well as meet the personal needs of job holders. ⚫ It is the process of structuring work & designating specific activities at individual or group levels.
- 22. Definition ⚫ Acc toDavis –” It is the specification of the content, methods & relationships of jobs in order to satisfy technological & organizational requirements as well as the social & personal requirements of the job holder.”
- 23. Objectives ⚫ To achieveimproved quality of work life ⚫ To meet the production & quality goals of the organization. ⚫ To make jobs safe, satisfying & motivating for the employees. ⚫ To create jobs that satisfies the requirements of the organization & its technology. ⚫ To enable the employees to exercise their decision making ability.
- 24. Factors affecting JobDesign ⚫ Organizational factors : ⚫ 1) characteristics of Task ⚫ 2) Workflow : sequence of job ⚫ 3) Ergonomics : designing & shaping jobs to fit the physical abilities & characteristics of individuals so that they can perform their jobs effectively. ⚫ 4) Work Practices: Set ways of performing work
- 25. Environmental factors ⚫ Employeeabilities & availability ⚫ Social & cultural expectations ⚫ Behavioral factors : ⚫ Feedback ⚫ Autonomy ⚫ Use of abilities ⚫ Variety
- 26. Techniques ⚫ Work/Job simplification ⚫Job Enlargement : adding more tasks or duties ⚫ Job Rotation : e.g. nurse can be rotated on same level but different departments ⚫ Job Enrichment: e.g. any work done by supervisor earlier now given to worker itself. ⚫ Autonomous or self directed teams
- 27. Importance ⚫ Provides jobfeedback ⚫ Allows adjustment ⚫ Motivates employees ⚫ Improves performance ⚫ Emphasizes on employee training ⚫ Offers work & rest schedules: defining of number of hours an individual has to spend.
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- 29. Recruitment can bedefined as: ⚫ all activities directed towards locating potential employees ⚫ the attraction of applications from suitable applicants. The aim of recruitment is to get the best person suited to the job based on objective criteria for a particular job 29 Definition
- 30. ⚫ It isa linking function joining those with jobs to fill & those seeking jobs. Recruitment makes it possible to acquire the number & types of people necessary to ensure the continued operation of the organization. Recruitment
- 31. features ⚫ Managerial &continuous process ⚫ Linking activity ⚫ Positive function ⚫ Important function ⚫ Pervasive function ⚫ Two way process ⚫ Identifies human resource ⚫ Fulfillment of manpower needs ⚫ Dependent on other functions ⚫ Complex job
- 32. objectives ⚫ Determine present& future requirements ⚫ Create & increase applicants pool ⚫ Establish link ⚫ Increase success rate of selection ⚫ Reduce probability of leaving job soon ⚫ Meet organization’s obligations ⚫ Increase & evaluate effectiveness
- 33. Factors affecting Recruitment ⚫External factors: a. Nature of competition for human resources b. Legal factors- child labor c. Socio-cultural factors d. Supply & demand e. Unemployment rate f. Growth & expansion of organization g. External influences- like political forces
- 34. Internal factors ⚫ Organizationalimage ⚫ Size of organization ⚫ Type of person to be recruited ⚫ Past practices ⚫ Human resource planning ⚫ Recruitment policy ⚫ Financial structure of organization
- 35. process ⚫ Evaluation &control Recruit ment Plannin g Source s of recruit ment Contac ting Source s Applic ation Pool Selection process Evaluation & control
- 36. Sources of recruitment ⚫Internal sources : ⚫ Transfer & promotion ⚫ Job posting :internal notice boards ⚫ Employee referrals ⚫ Merits : ⚫ Familiarity ⚫ Better utilization of internal talent ⚫ Economy ⚫ Motivational value
- 37. Demerits ⚫ Restricted choice ⚫Inbreeding : no fresh talent ⚫ Absence of competition ⚫ conflict
- 38. External sources ⚫ CampusRecruitment ⚫ Scouting : hr people visits different places where seekers are available to represent their organization. ⚫ Recruitment at factory gate ⚫ Advertisements ⚫ Employment agencies ⚫ Consultants ⚫ Trade unions ⚫ Applicants at the gate ⚫ Computer data banks
- 39. Merits ⚫ Wide choice ⚫Infusion of fresh blood ⚫ Motivational force ⚫ Long term benefits ⚫ Demerits : ⚫ Expensive ⚫ Time consuming ⚫ Demotivating ⚫ uncertainty
- 40. Limitations ⚫ Image oforganization ⚫ Unattractive job ⚫ Internal policies of the organization ⚫ Budgetary support ⚫ Govt. interference
- 41. Selection ⚫ “It isthe process of examining the applicants with regard to their suitability for the given jobs, and choosing the best from the suitable candidates & rejecting the others. thus, selection is negative in its application as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.”
- 42. Objectives ⚫ Select suitablecandidate ⚫ Determine applicant’s capabilities ⚫ Place right candidate at right job ⚫ Generate information about candidate
- 43. Difference b/w Recruitment& Selection Recruitment ⚫ Positive process ⚫ Precedes selection ⚫ Attract maximum no. of candidate for more options. ⚫ Creation of large application pool ⚫ Requirement of high skills ⚫ No contract of service ⚫ Outcome is application pool which becomes input for selection process Selection ⚫ Negative process ⚫ Succeeds recruitment ⚫ Chose best out of available candidates. ⚫ More rejection and less selection ⚫ Experts are there in selection panel ⚫ Leads to contract of service b/w employer & selected candidate ⚫ Outcome is in the form of finalized candidate
- 44. Factors affecting selection ⚫Size of organization ⚫ Type of organization ⚫ Nature of social pressure: legislation & trade union ⚫ Applicant pool ⚫ Time available for decision making ⚫ Nature of labor market ⚫ Trade unions ⚫ Government regulations
- 45. process Screening of applicants Selectiontests Selection interviews Medical examination Reference check & background verification Hiring decisions
- 46. Barriers to effectiveselection ⚫ Expensive & time consuming ⚫ Subject to bias & personal traits ⚫ Ineffective in some areas ⚫ Demands skilled interviewers ⚫ Subjective: stress on one thing, ignoring others ⚫ Difficulty in analysis ⚫ Diversity of selection methods ⚫ Variation in perception
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- 67. Orientation/Induction ⚫ Orientation isdesigned to start the employee in a direction that is compatible with the firm’s: ⚫ Mission ⚫ Goals ⚫ Culture ⚫ Orientation is also used to: ⚫ Explain what the organization stands for ⚫ Explain the type of work that will be performed ⚫ Introduce employees to managers and work groups
- 68. After getting placementin an Organization , the new employee is oriented and inducted in to the prevailing system and his /her Socialization with the existing employees begins.
- 69. ⚫ A goodorientation program can: ⚫ Make the first few days a positive experience ⚫ Get the employee on the right track ⚫ Start him/her off with a positive attitude ⚫ Any orientation is designed to make the person: ⚫ More comfortable ⚫ More knowledgeable ⚫ Ready to work within the firm’s culture, structures, and employee mix
- 70. Goals of Orientation ⚫Clear messages that are understood and accepted can achieve a number of orientation goals, including: ⚫ Reducing anxiety ⚫ Reducing turnover ⚫ Saving time ⚫ Developing realistic expectations
- 71. Who Orients NewEmployees? ⚫ In smaller organizations, operating managers usually do the orienting ⚫ In unionized organizations, union officials are involved ⚫ HRM helps train the operating manager for more effective orientation
- 72. How Orientation Works ⚫Orientation programs vary from informal to formal: ⚫ Informal orientations are often oral ⚫ Formal orientations often include: ⚫ A tour of the facilities or slides, charts, and pictures of them ⚫ A systematic and guided procedure
- 73. ⚫ Guidelines foran orientation program: ⚫ Begin with the most relevant and immediate kinds of information, then move to more general policies ⚫ Devote significant time to the human side ⚫ Assign an experienced worker or supervisor to “sponsor” the new employee ⚫ Gradually introduce new workers to the people with whom they will work ⚫ Allow new employees sufficient time to get their feet on the ground before increasing their job demands
- 74. Orientation Follow-Up ⚫ Thefinal phase of orientation is assigning the new employee to the job ⚫ The supervisor takes over and continues the orientation ⚫ Ensure adequat e orientation with a feedback system ⚫ A job information form could transmit feedback from the trainee back to the company ⚫ A follow-up meeting with the orientation group allows evaluation of the employee’s adjustment and the success of the orientation program
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- 93. Employee Mon TueWed Thu Fri Sat Sun X On On On On Off Off Off Y Off On On On On Off Off
- 98. Types of flexitime schedules ⚫ Flexihour- workers choose starting & stopping times, which must be adhered to for a set period of time. ⚫ Gliding time: workers may vary there starting & finishing times daily, but must work a set number of hours per day. ⚫ Variable working hours: workers are free to choose hours irrespective of core time, provided they contract a set number of hours with their supervisors. ⚫ Maxiflex: Workers have the freedom to vary their hours daily irrespective of core time. Maxiflex is similar to a compressed work week. ⚫ Flexiplace: Workers may work part of the time outside the workplace, such as home.