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Final_HRM Unit II Presentation.pptx

  1. Unit II Recruitment and Placement Team: Aashish Parekh Jay Jogi Neel Maradia Vishal Dalwadi
  2. BRIEF TOPICS: 1. Job Analysis 2. Human Resources Planning & Recruitment 3. Employment Tests & Selection 4. Interviewing Candidate
  3. 1.JOB ANALYSIS Job analysis refers to the process of collecting information about a job. It involves collection of information that should include knowledge, skill and ability (KSA) the incumbent should possess to discharge a job effectively. Such information helps in the preparation of job description and job specification. Job Analysis useful for HRP, Job evaluation Recruitment and Remuneratio performance appraisal Training and development personnel information
  4. JOB ANALYSIS: IMPORTANCE & PURPOSE Legal support for hiring choices Defines obligations and responsibilities Identifies reporting relationships Basis for determining relative worth of jobs Identifies redundancy
  5. WHEN JOB ANALYSIS IS USED? 1. Most commonly for personnel selection 2. For recruitment in providing realistic job data 3. For legal compliance 4. For performance appraisal 5. To identify job similarity for easy transfer 6. Job evaluation 7. Job redesign and re-engineering
  6. JOB ANALYSIS Sequential Process of Job analysis Job Description and Job Specification 1. Select jobs for analysis 2. Gather information, process information 3. Job description 4. Job specification
  7. JOB ANALYSIS Methods of Job Analysis Observation method Interview Questionnaire Checklists Technical conference A logical sequence to job analysis is job design which is nothing but organisation of tasks, duties, and responsibilities into a unit of work. Job design affects employee productivity, motivation and satisfaction. Hence, care must be exercised in designing jobs.
  8. JOB ANALYSIS Factors affect job design Organisational Environmental Behavioural Factors Affects Job Design Work simplification Job rotation Autonomous group working High performance work design
  10. CONCEPT Manpower Planning is a process of identifying the anticipated needs of the numbers and specialities of the required employees in advance so that appropriate selection can be made at appropriate time. The sources of man-power have to be identified strategically through the recruitment and selection procedure, selected people have to be trained before their appropriate placement in the organizational set- up.
  11. OBJECTIVES OF MANPOWER PLANNING Timely Recruitment Required Skill Set Investment Returns Turnover Rate
  16. EMPLOYEE TURNOVER RATE Employee Turn Over Rate = 𝑇𝑜𝑡𝑎𝑙 𝑆𝑒𝑝𝑎𝑟𝑡𝑖𝑜𝑛𝑠 𝐴𝑣𝑒𝑟𝑎𝑔𝑒 𝑊𝑜𝑟𝑘𝑖𝑛𝑔 𝐹𝑜𝑟𝑐𝑒 × 100  Example: - The Average working force during this year is 1,000 workers. During the year 150 workers left the company for different reasons. Employee turnover rate = 150 1000 × 100 = 15%
  17. MANPOWER PLANNING PROCESS 1.1. Analysis of the organizational objectives objectives 1.2. Analysis of the manpower planning objectives 1.3. Forecasting supply of manpower 1.5. Matching the demand and supply 1.6. Monitoring and control 4. Forecasting the demand for manpower
  18. ANALYSIS OF THE ORGANIZATIONAL OBJECTIVES The decision about the type of business activity, scale of operations, adoption a technology, location of unit, growth phase, the style and philosophy of management, etc. are the guiding factors in the manpower planning. The management styles like autocratic or democratic style defines the specific organizational behaviour. Similarly, the management philosophy about the concern for the people rather than the concern for production is also considered.
  19. “A good management strives to integrate the personal objectives of the human with the organizational objectives, the specifications about the organizational objectives is essential in man power planning process.”
  20. ANALYSIS OF MANPOWER PLANNING OBJECTIVES The prime objective is to relate the future human resource needs to the future enterprise needs so as to maximize the future returns on the investments in the human resources. As the main objective is to ensure the adequate supply of man power, as and when required, the human resources department of the organization, the functions of sourcing, recruitment and selection, training and development and the final placement are the important considerations which arise at the manpower planning stage.
  21. FORECASTING SUPPLY OF MANPOWER Unlike machines and material resources, human resources are not available in a localized manner and in a finished form. The company has to make deliberate efforts to identify the proper sources of the manpower. It is relatively difficult to identify the managerial and skilled manpower sources as compared to the operative and unskilled employees. The sources of man power keeps on increasing over a period of time. The company should develop appropriate inventory of various sources of manpower like academic, technical and professional institutes which meets the tailor-made needs of the business.
  22. FORECASTING THE DEMAND FOR THE MANPOWER The demand forecasting for manpower in any organization is a function of many variables taking into account host of external and internal factors. The external factors include the nature and the intensity of competition, the prevailing economic ad political climate, advancement of technology, government policies, etc. The internal factors include the internal movements caused by retirement, resignation, death, transfer, promotion, discharge, etc. The other factors to be considered are growth in the form of expansion, diversification, restructuring, change in leadership, etc.
  23. The need for human resource can be planned in a systematic manner based on retirement period and expansion plans, while the changes caused by the resignation, accidental deaths, etc. should be estimated on some scientific basis. Various methods are used for estimating the manpower requirements. Some popular methods are, 1. Work study based on planned capacity utilization 2. Time series analysis and development of trends 3. Statistical analysis with the help of defining co-relations among relevant variables 4. Delphi method using the pooling of judgement of the experts.
  24. MATCHING THE DEMAND AND SUPPLY The man power planning process provides the estimated future needs of the manpower. While the actual requirement of a company may be different than the estimated supply due uncertainties. Such situation results into either surplus or shortages of the manpower resources. The shortage is managed through the action plan to recruit, select and train the required skill staff before their placement. For the surplus staff, schemes like voluntary retirement is offered by the company to the exiting staff. Reducing the number of employees is know as “Downsizing”.
  25. MONITORING AND CONTROL As manpower planning is a planning exercise about the manpower requirements in anticipation of demand and the demand of employee needs are uncertain caused by the uncertain business environment, it is likely that the gap may arise between the frecasted supply and actual demand. The mismatch between the two results into surplus or shortage situation. The situation has to be continuously monitored, measured and required rectifications in form of timely recruitment, selection, training, layoff, etc. are to be taken.
  27. DEFINITION Recruitment is a search for appropriate human resource required by a company from time to time. It is a process of locating, identifying and attracting capable applicants, It is a continue process arising when an organization is established, occurs during the operating stage as well as at time of expansion, diversification and restructuring of the company. For getting appropriate human resource, first the skill and the competence required for the job must be identified.
  28. SOURCES OF RECRUITMENT Internal Sources •Present Employee •Employee Reference •Former Employee •Backlog of past applications External Sources •Advertisement •Private consultancy agencies •Campus Recruitment •Employment Exchanges •Professional Associations •Unsolicited direct Applications •Raiding •Word of mouth
  29. PRESENT EMPLOYEES Where positions are few and are required to be filled-up promptly, then recruitment is made from the existing employees in the form of promotions and transfers. Promotions, refers to upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Transfer refers to shifting an employee from one job to another without any change in position, pay, status and responsibilities.
  30. EMPLOYEE REFERENCES The existing employees are advised to refer the names of their relatives, friends and persons from known circles.
  31. FORMER EMPLOYEES The retired employees willing to work in the company are contacted. Another source is retrenchment caused by earlier closures or downsizing.
  32. BACKLOG OF PAST APPLICATIONS The list of applicants who have shown interest in the company but who were not selected for some reasons are approached. Such applicants are refered and are advised to face the recruitment process once again if they are interested.
  33. ADVERTISEMENT Applications are invited in a open forum through the advertisement in the general or technical newspaper or magazines. However it should be cleared about requirements of job profile to eliminate unwanted applicants. This is a popular form of recruitment and even newspaper agencies provide a separate supplement for employment advertisement.
  34. PRIVATE CONSULTING AGENCY In the modern business world many private professional agencies provide consultancy services for effective recruitment. A consulting agency is commonly utilized to fin specialized executive personnel. It either helps the HR Department by supplementing the efforts or works on its behalf. In such situations, the agency must understand and estimate correctly the client’s requirement and the context of the client’s past experiences and future projections.
  35. CAMPUS RECRUITMENT Many companies find it easier to pick up the required man power directly from the profession training institutes to fill up the positions. In fact these institutions have provided an excellent recruitment source to the firms who are capable of offering an attractive compensation and a future to the new talents.
  36. EMPLOYMENT EXCHANGES The government has opened employment exchanges at the district level. The unemployed people-educated and uneducated, are required to register their names at the respective employment exchanges. The industry people are required to notify the vacancies to the employment exchanges. Employment exchanges maintain a live register of unemployed people.
  37. PROFESSIONAL ASSOCIATIONS Professional Associations like Chartered Accountants, Cost Accountants, company secretaries, chartered financial analysts, engineers association, pharmacists etc., can be contracted who are interested in the placement of their registered members.
  38. UNSOLICITED DIRECT APPLICATIONS These are the applications directly received to the companies from the candidates in anticipation of employment.
  39. RAIDING Raiding refers to snatching away the competent executives of rival organizations through offering attractive salary and better terms of employment. It is also known as “Porching”. Raiding is considered unethical practice in terms of business ethics. One deviation from raiding is offering attractive salary and favourable terms of employment to retirement nearing persons, who generally leave the organization early and joins other companies. Some middle employment stage employees do also resort to voluntary retirement scheme (VRS) and join another organization.
  40. WORD OF MOUTH It is a common experience that one can get a better person compared to a person selected through a rigorous recruitment process from the recommendations of some side experts. The company passes a message to some known executives of own or another companies may be rival or other, about the probable vacancies and requesting them to recommend some appropriate candidates to apply for the same. It provides fresh as well as experienced persons This source is economical and objective in nature.
  45. 3. EMPLOYMENT TESTS & SELECTION Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. Selection is significant as it has its impact on work performance and employee cost. Selection is generally done by the HR department often in consultation with the line managers.
  47. SELECTION Selection is an eight-step process, commencing from preliminary interview and ending with evaluation and control. In our country, selection of blue-collared and white-collared employees is unsystematic. However, in the case of managerial personnel, the process is fairly systematic. After an employee is hired, he or she needs to be placed in his or her job.