Recruitment Process, Job Evaluation, Training Development

1. UNIT - V
PERSONNEL MANAGEMENT AND
INDUSTRIAL PSYCHOLOGY
By Nishant

2. Recruitment and Selection Hiring
Process
 Step 1: Identify Vacancy and Evaluate Need
 Recruitments provide opportunities to departments to align staff skill sets to
initiatives and goals, and for departmental and individual growth. Proper planning
and evaluation of the need will lead to hiring the right person for the role and
team.
 Newly Created Position
 Skill Set Required
 Job Position to offer
 Job Analysis
 Replacement
 Level required performing tasks.
 Task carried out by the previous employees
 Budget
 Work Hours

3.  Step 2: Develop Position Description
 Identify Duties and Responsibilities
 General Information
 Position Purpose
 Essential Functions
 Minimum Requirements
 Preferred Qualifications
 Step 3: Develop Recruitment Plan
Recruitment plan elements
 Posting Period
 Placement Goals
 Additional Advertising Resources
 Diversity Agencies
 Resume Banks

4.  Step 4: Select Search Committee
To ensure applicants selected for interview and final consideration are evaluated by more
than one individual to minimize the potential for personal bias, a selection committee is
formed.
 Step 5: Post Position and Implement Recruitment Plan
Once the position description has been completed, the position can then be posted to the
UCR career site via the ATS. Every effort should be made to ensure the accuracy of the job
description and posting text. It may not be possible to change elements of a position once
posted, because it may impact the applicant pool.

5.  Step 6: Review Applicants and Develop Short List
Candidates will complete an electronic applicant for each position (resume and cover letter are
optional). Candidates will be considered “Applicants” or “Expressions of Interest”.
It is recommended that all search committee members review all Applicants to ensure more
than one person assesses their qualifications and that individual opinion or biases are avoided.
It is permissible to have at least two committee members review all Applicants for certain
recruitments in which there are extensive applicant pools to best narrow down the pool.
 Step 7: Conduct Interview
The interview is the single most important step in the selection process. It is the opportunity for
the employer and prospective employee to learn more about each other and validate
information provided by both.
 Step 8: Select Hire
Once the interviews have been completed, the committee will meet to discuss the
interviewees. Committee members will need to assess the extent to which each one met their
selection criteria.
The search committee evaluation tool will be helpful in justifying decisions and making them as
objective as possible.
Reference Check is done in this step.

6.  Step 9: Finalize Recruitment
Upon completion of the recruitment process the offer to the selected finalist is made.
 Initiating the Offer
 Once a final check of the selection process has been completed and the final applicant has
been determined, the Committee Chair or designee will notify the Departmental HR
Coordinator of the finalist’s name, salary and start date and enter the selection
information into the ATS (A information channel)
 Negotiating the Offer
 When offering the finalist the position, be sure to discuss the total compensation package
(in addition to salary) such as paid time off and retirement benefits. Be excited and
enthusiastic about the offer and let them know you are excited about them joining your
team.
 Countering the Offer
 Despite your best offer, there may be instances where the applicant declines
 Finalizing the Offer
 It is important that each recruitment be properly closed, including the notification of
those interviewed and not selected,

7. Training and Development
 Training and development refers to the practice of providing training, workshops,
coaching, mentoring, or other learning opportunities to employees to inspire,
challenge, and motivate them to perform the functions of their position to the best of
their ability and within standards set by local, state, Tribal, Federal and licensing
organization guidelines.

8. Purpose of Training
Reasons for emphasizing the growth and development of personnel include
 Creating a pool of readily available and adequate replacements for personnel who may leave or
move up in the organization.
 Enhancing the company's ability to adopt and use advances in technology because of a sufficiently
knowledgeable staff.
 Building a more efficient, effective and highly motivated team, which enhances the company's
competitive position and improves employee morale.
 Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and
developing its workers, including:
 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity. These factors give them a sense
of satisfaction through the achievement of personal and company goals.

9. Training Process
This whole training process is divided into 5 steps:
 NEEDS ANALYSIS
 The first step in developing a training program is to identify and assess needs. Employee
training needs may already be established in the organization’s strategic, human resources or
individual development plans. If you’re building the training program from scratch (without
predetermined objectives) you’ll need to conduct training needs assessments.
 Set Organizational Training Objectives:
 The training needs assessments (organizational, task & individual) will identify any gaps in
your current training initiatives and employee skill sets. These gaps should be analysed and
prioritized and turned into the organization’s training objectives. The ultimate goal is to
bridge the gap between current and desired performance through the development of a
training program. At the employee level, the training should match the areas of
improvement discovered through 360 degree evaluations.

10.  Create Training Action Plan:
 The next step is to create a comprehensive action plan that includes learning theories, instructional
design, content, materials and any other training elements. Resources and training delivery
methods should also be detailed. While developing the program, the level of training and
participants’ learning styles need to also be considered. Many companies pilot their initiatives and
gather feedback to make adjustments before launching the program company-wide.
 Implement Training Initiatives:
 The implementation phase is where the training program comes to life. Organizations need to
decide whether training will be delivered in-house or externally coordinated. Program
implementation includes the scheduling of training activities and organization of any related
resources (facilities, equipment, etc.). The training program is then officially launched, promoted
and conducted. During training, participant progress should be monitored to ensure that the
program is effective.
 Evaluate & Revise Training:
 As mentioned in the last segment, the training program should be continually monitored. At the
end, the entire program should be evaluated to determine if it was successful and met training
objectives. Feedback should be obtained from all stakeholders to determine program and
instructor effectiveness and also knowledge or skill acquisition. Analysing this feedback will allow
the organization to identify any weaknesses in the program. At this point, the training program or
action plan can be revised if objectives or expectations are not being met.

11. Training Methods
 On-the job training
 is delivered to employees while they perform their regular jobs. In this way, they
do not lose time while they are learning. After a plan is developed for what should
be taught, employees should be informed of the details. A timetable should be
established with periodic evaluations to inform employees about their progress.
On-the-job techniques include orientations, job instruction training,
apprenticeships, internships and assistantships, job rotation and coaching.
 Off-the job technique
 include lectures, special study, films, television conferences or discussions, case
studies, role playing, simulation, programmed instruction and laboratory training.
Most of these techniques can be used by small businesses although, some may be
too costly.

12. Job Evaluation
 Systematic way of determining the value or worth of a job in relation to other
jobs in an organization.
 It tries to make a systematic comparison between jobs to assess their relative
worth for the purpose of establishing a rational pay structure.

13. Objective of Job
Evaluation
Job Analysis
Job Evaluation Program
Wage Survey
Employee Classification
Job Description Job Classification

14. Objectives of Job Evaluation
 To secure and maintain complete, accurate and impersonal description of
each distinct job or occupation in the entire plant.
 To provide standard procedure for determining the relative worth of each job
in an organization.
 To determine the rate of pay with relation to other jobs pay structure.

15. Job Evaluation Procedure
 Preparation of Job description
 Selection and preparation of a job evaluation plan
 Manual evaluation and classification of the jobs
 Installation of the job evaluation program
 Maintenance of the program

16. Methods of Job Evaluation
 The Ranking Method
 Job Grading
 Point Method
 The Factor Comparison Method

17. Nature of Industrial Relations
 The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and
‘Relations’. “Industry” refers to “any productive activity in which an
individual (or a group of individuals) is (are) engaged”. By “relations” we
mean “the relationships that exist within the industry between the employer
and his workmen.” The term industrial relations explains the relationship
between employees and management which stem directly or indirectly from
union-employer relationship.

18. THANKS