Human Resource Management semester- II Unit-3 Human Resource Process: Human Resource Process is the first step in human

resource process. It involves the forecasting staffing needs and the step need to fulfill those needs. Recruiting is the process of attracting the individuals to apply for the job. Objectives of Human Resource Process: 1. It focus on the time and resources on activities that add the greatest value to the business. 2. Helps in getting appraise of employers and evaluate the performance. 3. It helps to reach its goals. 4. To develop and maintain quality of work. 5. To identify the source of manpower to meet the requirement of staff. 6. Develop and maintain a motivational force among the workers. Human Resource Management Process:

Organization s Mission & objectives

Job analysis & design

Human Resource Planning

Performance Management

Human Resource Development

Recruitments & selection of employees

Compensation management

Safety and health management

Industrial Relation

Organizations mission and objectives: 1. Job analysis & design: Organizations objectives are achieved through a process of break- up of various tasks, duties and functions. 2. Human Resource Planning: It is the most vital function of an organization and is therefore the heart if human resource management. HRP is critical to the success of organizational strategy and planning. It is key element in staffing function, which consists of i)Recruitment ii)selectionand iii)Socialization M.jyothi Asst prof SVCE Page 1

Human Resource Management semester- II Unit-3 3. Recruitments & selection of employees: Recruitment is the process of attracting the best qualified individuals of a given job. Selection is a series of steps from initial applicant screening to final hiring of the new employees. 4. Human Resource Development: It is a process of learning, training and development of employees through an organized and systematic approach for achieving organizational excellence. 5. Performance Management: It is a multi-step process of aligning employees work behavior with the strategy and goals of the organizations. It is a process of creating a work environment in which people are enabled to perform to best of their abilities. 6. Compensation Management: It is strategic process of analyzing, development, implementing, administering and performing ongoing evaluation of a total compensation system for all employee groups consistent with organizations objectives and goals. 7. Safety and health: It is strategic process of analyzing, development, implementing, administering and performing ongoing evaluation of programs, polices, practices and services to promote and preserve the physical and mental well-being of individuals in the workplace and to protect individuals. 8. Industrial Relations: It refers to the relations between unions and management. It impacts employees, organizations, tax payers and consumers. For maintaining harmonious industrial relations, it is essential to balance efficiency and equity between the interests needs of management and workers.
JOB ANALYSIS Definition: 1. Job Analysis is a process of studying and collecting information relating to the operations and responsibilities of a specific job. Filippo 2. Job Analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Gary Dessler Advantages of Job Analysis

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Provides First Hand Job-Related Information: The job analysis process provides with

valuable job-related data that helps managers and job analyst the duties and responsibilities of a particular job, risks and hazards involved in it, skills and abilities required to perform the job and other related info. Helps in Creating Right Job-Employee Fit: This is one of the most crucial management activities. Filling the right person in a right job vacancy is a test of skills, understanding and competencies of HR managers. Job Analysis helps them understand what type of employee will be suitable to deliver a specific job successfully. Helps in Establishing Effective Hiring Practices: Who is to be filled where and when? Who to target and how for a specific job opening? Job analysis process gives answers to all these questions and helps managers in creating, establishing and maintaining effective hiring practices. Guides through Performance Evaluation and Appraisal Processes: Job Analysis helps managers evaluating the performance of employees by comparing the standard or desired output with delivered or actual output. On these bases, they appraise their performances. The process helps in deciding whom to promote and when. It also guides managers in understanding the skill gaps so that right person can be fit at that particular place in order to get desired output. Helps in Analyzing Training & Development Needs: The process of job analysis gives answer to following questions: Who to impart training When to impart training What should be the content of training What should be the type of training: behavioral or technical Who will conduct training Helps in Deciding Compensation Package for a Specific Job: A genuine and unbiased process of job analysis helps managers in determining the appropriate compensation package and benefits and allowances for a particular job. This is done on the basis of responsibilities and hazards involved in a job. Disadvantages of Job Analysis

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Time Consuming: The biggest disadvantage of Job Analysis process is that it is very time

consuming. It is a major limitation especially when jobs change frequently. Involves Personal Biasness: If the observer or job analyst is an employee of the same organization, the process may involve his or her personal likes and dislikes. This is a major hindrance in collecting genuine and accurate data. Source of Data is Extremely Small: Because of small sample size, the source of collecting data is extremely small. Therefore, information collected from few individuals needs to be standardized. Involves Lots of Human Efforts: The process involves lots of human efforts. As every job carries different information and there is no set pattern, customized information is to be collected for different jobs. The process needs to be conducted separately for collecting and recording job-related data. Job Analyst May Not Possess Appropriate Skills: If job analyst is not aware of the objective of job analysis process or does not possess appropriate skills to conduct the process, it is a sheer wastage of companys resources. He or she needs to be trained in order to get authentic data. Mental Abilities Can not be Directly Observed: Last but not the least, mental abilities such as intellect, emotional characteristics, knowledge, aptitude, psychic and endurance are intangible things that can not be observed or measured directly. People act differently in different situations. Therefore, general standards can not be set for mental abilities. Job Analysis Process

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Identification of Job Analysis Purpose: Well any process is futile until its purpose is not identified and defined. Therefore, the first step in the process is to determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers dont know why data is to be collected and what is to be done with it.

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Who Will Conduct Job Analysis: The second most important step in the process of job analysis is to decide who will conduct it. Some companies prefer getting it done by their own HR department while some hire job analysis consultants. Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. They dont have any personal likes and dislikes when it comes to analyze a job. How to Conduct the Process: Deciding the way in which job analysis process needs to be conducted is surely the next step. A planned approach about how to carry the whole process is required in order to investigate a specific job. Strategic Decision Making: Now is the time to make strategic decision. Its about deciding the extent of employee involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data. Training of Job Analyst: Next is to train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data. Preparation of Job Analysis Process: Communicating it within the organization is the next step. HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback forms. Data Collection: Next is to collect job-related data including educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour. Documentation, Verification and Review: Proper documentation is done to verify the authenticity of collected data and then review it. This is the final information that is used to describe a specific job. Developing Job Description and Job Specification: Now is the time to segregate the collected data in to useful information. Job Description describes the roles, activities, duties and responsibilities of the job while job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.

Thus, the process of job analysis helps in identifying the worth of specific job, utilizing the human talent in the best possible manner, eliminating unneeded jobs and setting realistic performance measurement standards. Job Analysis Methods

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Most Common Methods of Job Analysis Observation Method: A job analyst observes an employee and records all his performed and nonperformed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one. Why? Lets Discover. It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper training of job analyst or whoever will be conducting the job analysis process. This particular method includes three techniques: direct observation, Work Methods Analysis and Critical Incident Technique. The first method includes direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion and is specially used for assembly-line or factory workers. The third one is about identifying the work behaviours that result in performance. Interview Method: In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by them, use of particular skills and techniques while performing their job and insecurities and fears about their careers. This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves analysis of job by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for the whole group. Questionnaire Method: Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors and managers. However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of employees. In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their own good. It is very important to ensure them that it

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wont be used against them in anyway. If it is not done properly, it will be a sheer wastage of time, money and human resources. These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory, job element method, competency profiling, technical conference, threshold traits analysis system and a combination of these methods. While choosing a method, HR managers need to consider time, cost and human efforts included in conducting the process. Problems with Job Analysis

Lack of Management Support: The biggest problem arises when a job analyst does not get

proper support from the management. The top management needs to communicate it to the middle level managers and employees to enhance the output or productivity of the process. In case of improper communication, employees may take it in a wrong sense and start looking out for other available options. They may have a notion that this is being carried out to fire them or take any action against them. In order to avoid such circumstances, top management must effectively communicate the right message to their incumbents. Lack of Co-operation from Employees: If we talk about collecting authentic and accurate job-data, it is almost impossible to get real and genuine data without the support of employees. If they are not ready to co-operate, it is a sheer wastage of time, money and human effort to conduct job analysis process. The need is to take the workers in confidence and communicating that it is being done to solve their problems only. Inability to Identify the Need of Job Analysis: If the objectives and needs of job analysis process are not properly identified, the whole exercise of investigation and carrying out research is futile. Managers must decide in advance why this process is being carried out, what its objectives are and what is to be done with the collected and recorded data. Biasness of Job Analyst: A balanced and unbiased approach is a necessity while carrying out the process of job analysis. To get real and genuine data, a job analyst must be impartial in his or her approach. If it cant be avoided, it is better to outsource the process or hire a professional job analyst.

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Using Single Data Source: A job analyst needs to consider more than one sources of data in

order to collect true information. Collecting data from a single source may result in inaccuracy and it therefore, defeats the whole purpose of conducting the job analysis process. However, this is not the end. There may be many other problems involved in a job analysis process such as insufficient time and resources, distortion from incumbent, lack of proper communication, improper questionnaires and other forms, absence of verification and review of job analysis process and lack of reward or recognition for providing genuine and quality information.

Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy can not be filled until and unless HR manager has these two sets of data. It is necessary to define them accurately in order to fit the right person at the right place and at the right time. This helps both employer and employee understand what exactly needs to be delivered and how. Both job description and job specification are essential parts of job analysis information. Writing them clearly and accurately helps organization and workers cope with many challenges while onboard.

Though preparing job description and job specification are not legal requirements yet play a vital role in getting the desired outcome. These data sets help in determining the necessity, worth and scope of a specific job. Uses of Job Analysis Information 1. Recruitment and Selection 2. Performance Appraisal 3. Compensation 4. Training

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Human Resource Management semester- II Unit-3 Job Analysis

Job Description & Job Specification

Recruiting & Selection Decisions

Performance Appraisal

Job Evaluation- Wages & Salary Decisions (Compensation)

Training Requirement

JOB DESCRIPTION Job Description is a list of duties, responsibilities, reporting relationships, working conditions and supervisory responsibilities one product of job analysis. Dessler Job Description is an organized and factual statement of the duties and responsibilities of a specific job. Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments to be used by a prospective worker and hazards involved in it. Purpose of Job Description The main purpose of job description is to collect job-related data in order to advertise for a particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job. It is done to determine what needs to be delivered in a particular job. It clarifies what employees are supposed to do if selected for that particular job opening. It gives recruiting staff a clear view what kind of candidate is required by a particular department or division to perform a specific task or job. It also clarifies who will report to whom. Job Description includes the following: 1. Identification of the job: a. Title of job b. Section/department c. Grade and hierarchy 2. Summary of job functions: a. Responsibility and communication

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3. Job contents includes: a. What is done b. How it is done c. Why it is done d. What standard performance is necessary 4. Conditions of employment 5. Training required JOB SPECIFICATION (JS) It is a list of jobs human requirements that is, the education, skills, personality and so on another product of job analysis. OR Determines and indicates the minimum human qualifications which are considered necessary for performance of a particular job. Also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc. Purpose of Job Specification 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. Job description and job specification are two integral parts of job analysis. They define a job fully and guide both employer and employee on how to go about the whole process of recruitment and selection. Both data sets are extremely relevant for creating a right fit between job and talent, evaluate performance and analyze training needs and measuring the worth of a particular job.

Job design: Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organizing tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s.

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Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job. Further it also makes the job look interesting and specialized.. The whole process of job design is aimed to address various problems within the organisational setup, those that pertain to ones description of a job and the associated relationships. More specifically the following areas are fine tuned:
Checking the work overload. Checking upon the work under load. Ensuring tasks are not repetitive in nature. Ensuring that employees don not remain isolated. Defining working hours clearly. Defining the work processes clearly.

The above mentioned are factors that if not taken care of result into building stress within the employees. Benefits of Job Design The following are the benefits of a good job design: 1. Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks as per their personal and social needs, habits and circumstances in the workplace. 2. Employee Training: Training is an integral part of job design. Contrary to the philosophy of leave them alone job design lays due emphasis on training people so that are well aware of what their job demands and how it is to be done. 3. Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job. 4. Adjustments: A good job designs allows for adjustments for physically demanding jobs by minimizing 5. the energy spent doing the job and by aligning the manpower requirements for the same. Job design is a continuous and ever evolving process that is aimed at helping employees make adjustments with the changes in the workplace. The end goal is reducing dissatisfaction, enhancing motivation and employee engagement at the workplace.

Job design is the next step after job analysis that aims at outlining, and organizing tasks and responsibilities associated with a certain job. It integrates job responsibilities and qualifications or skills that are required to perform the same. There are various methods or approaches to do this. The important ones are discussed below. Human Approach The human approach of job design laid emphasis on designing a job around the people or employees and not around the organizational processes. In other words it recognizes the need of designing jobs that are rewarding (financially and otherwise) and interesting at the same time.

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According to this approach jobs should gratify an individuals need for recognition, respect, growth and responsibility. Job enrichment as popularized by Herzbergs research is one the ways in human approach of job design. Herzberg classified these factors into two categories - the hygiene factors and the motivators.. Motivators include factors like achievement, work nature, responsibility, learning and growth etc that can motivate an individual to perform better at the work place. Hygiene factor on the other hand include things like working conditions, organizational policies, salary etc that may not motivate directly but the absence of which can lead to dissatisfaction at the work place.

Engineering Approach The engineering approach was devised by FW Taylors et al. They introduced the idea of the task that gained prominence in due course of time. According to this approach the work or task of each employee is planned by the management a day in advance. The instructions for the same are sent to each employee describing the tasks to e undertaken in detail. The details include things like what, how and when of the task along with the time deadlines. The approach is based on the application of scientific principles to job design. Work, according to this approach should be scientifically analyzed and fragmented into logical tasks. Due emphasis is then laid on organizing the tasks so that a certain logical sequence is followed for efficient execution of the same. The approach also lays due emphasis on compensating employees appropriately and training them continuously for work efficiency. A well defined job will make the job interesting and satisfying for the employee. The result is increased performance and productivity. If a job fails to appear compelling or interesting and leads to employee dissatisfaction, it means the job has to be redesigned based upon the feedback from the employees. Broadly speaking the various factors that affect a job design can classified under three heads. They are: 1. Organizational Factors 2. Environmental Factors 3. Behavioural Factors

1. Organizational Factors Organizational factors that affect job design can be work nature or characteristics, work flow, organizational practices and ergonomics.

Work Nature: There are various elements of a job and job design is required to classify various tasks into a job or a coherent set of jobs. The various tasks may be planning, executing, monitoring, controlling etc and all these are to be taken into consideration while designing a job.

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Human Resource Management semester- II Unit-3 Ergonomics: Ergonomics aims at designing jobs in such a way that the physical abilities and individual traits of employees are taken into consideration so as to ensure efficiency and productivity. Workflow: Product and service type often determines the sequence of work flow. A balance is required between various product or service processes and a job design ensures this. Culture: Organizational culture determines the way tasks are carried out at the work places. Practices are methods or standards laid out for carrying out a certain task. These practices often affect the job design especially when the practices are not aligned to the interests of the unions. 2. Environmental Factors Environmental factors affect the job design to a considerable extent. These factors include both the internal as well as external factors. They include factors like employee skills and abilities, their availability, and their socio economic and cultural prospects.

Employee availability and abilities: Employee skills, abilities and time of availability play a crucial role while designing of the jobs. The above mentioned factors of employees who will actually perform the job are taken into consideration. Designing a job that is more demanding and above their skill set will lead to decreased productivity and employee satisfaction. Socio economic and cultural expectations: Jobs are nowadays becoming more employee centered rather than process centered. They are therefore designed keeping the employees into consideration. In addition the literacy level among the employees is also on the rise. They now demand jobs that are to their liking and competency and which they can perform the best. 3. Behavioural Factors Behavioural factors or human factors are those that pertain to the human need and that need to be satisfied for ensuring productivity at workplace. They include the elements like autonomy, diversity, feedback etc. A brief explanation of some is given below:

Autonomy: Employees should work in an open environment rather than one that contains fear. It promotes creativity, independence and leads to increased efficiency. Feedback: Feedback should be an integral part of work. Each employee should receive proper feedback about his work performance. Diversity: Repetitive jobs often make work monotonous which leads to boredom. A job should carry sufficient diversity and variety so that it remains as interesting with every passing day. Job variety / diversity should be given due importance while designing a job. Use of Skills and abilities: Jobs should be employee rather than process centered. Though due emphasis needs to be given to the latter but jobs should be designed in a manner such that an employee is able to make full use of his abilities and perform the job effectively.

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Human Resource Management semester- II Unit-3 The Job Characteristics Approach The job characteristics approach was popularized by Hackman and Oldham. According to this approach there is a direct relationship between job satisfaction and rewards. They said that employees will be their productive best and committed when they are rewarded appropriately for their work. They laid down five core dimensions that can be used to describe any job - skill variety, task identity, task significance, autonomy and feedback. Skill variety: The employees must be able to utilize all their skills and develop new skills while dealing with a job. Task Identity: The extent to which an identifiable task or piece or work is required to be done for completion of the job. Task Significance: How important is the job to the other people, what impact does it create on their lives? Autonomy: Does the job offer freedom and independence to the individual performing the same. Feedback: Is feedback necessary for improving performance. These are different approaches but all of them point to more or less the same factors that need to be taken into consideration like interest, efficiency, productivity, motivation etc. All these are crucial to effective job design.

Definition of HRP HRP includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available and what if anything must to be done to ensure that personnel supply equals personnel demand at appropriate point of the future. Specifically HRP is the process by which an organization ensures that it has the right number and kind of people at the right place at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. So, human resource planning translates the organizational objectives and plans into the number of workers need to meet those objectives. Importance of HRP Role of HRP on the following lines Future personnel needs: Planning is significant as it helps determine future personnel needs: a. Number of public sectors fined themselves overstaffed now as they never had any planning of their personal requirements. b. Not only in public but also in private sector late 1980s. But now they banned to take the staff. c. The problem of the excess staff has become so heavy that many units resorting to voluntary Retirement Schemes (VRS) to remove excess staff M.jyothi Asst prof SVCE Page 15

Human Resource Management semester- II Unit-3 d. Such surplus labor would not have been their if there were HRP. e. It is also due to because absence of succession planning in most public sectors. Coping with change: HRP enables an enterprise to cope with changes in competitive forces, markets, technology, products and government regulations. 1. such changes generates changes ni the job content skill demands and number and type of personnel. 2. shortage of people may be noticed in some areas while in some areas surplus in other areas may occur c) Creating highly talented personnel: jobs are becoming highly intellectual and incumbents are getting vastly professionalized. HR managers must use his/her ingenuity to attract and return qualified and skilled personnel. These people are known for job-hopping; there by creating frequent shortages organizational manpower prevents such shortage Technology changes after upgrade some jobs and degrade other. E.g: Indian Telecom Industry

d) protection of weaker section: In matters of employment and promotions sufficient representation to be given to SC/ST candidates, physically handicapped childrens socially and politically oppressed and backward class citizens. These groups enjoy a given percentage of jobs, not with standing the constitutional provision, which guarantee equal opportunities for all well- conceived personnel planning programmer would protect such groups. e) International Strategies: International expansion strategies depend upon HRP. The departments ability to fall key john with foreign nationals and the reassignment of employees from within or across national borders is a major challenge facing international businesses. With the growing trends towards global operation the need for HRP will grow as well as the need to integrate HRP more closely into the organizations strategies plans.

f) Foundation for personnel functions: M.jyothi Asst prof SVCE Page 16

Human Resource Management semester- II Unit-3 MPP provides essential information for designing and implementing personnel functions such as recruitment, selection personal movements(transfers, promotions, layoffs) & T&D. f) Increasing investment in human resources: Another compelling reason for HRP is the investment or organization makes in its human resources. Human assets as opposed to physical assets can increase in values of valuable resource. Because an organization make investments it is important that employees are used effectively throughout their careers. H) Resistance to change and move: 1. there is a growing resistance among employees to change and move 2. there is also a growing emphasis on self-evaluation and an evaluation of loyalty and dedication to the organization. I) Other Benefits: Upper management has a better view of the hr dimensions of business decision. More time is provided to locate talent Better opportunities exist to include women and monitory groups in future growth plans. Major and successful demands on local lab our markets can be made.

Objectives of HRP: To recruit and retain the hr of required quantity and quality. To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies. To meet the needs of the programmer of expansion, diversification etc. To foresee the impact of technology on work existing employees and future human resource requirements. To improve the standard, skills, knowledge, ability, discipline etc To assess the surplus or shortage of human resources and take measures accordingly. Page 17

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Human Resource Management semester- II Unit-3 To minimize imbalances caused due to non- availability of human resources of the right kind right number in right time and right place. To maintain congenial industrial relations b y maintaining optimum level and structure of hr. To make the best use of its human resources To estimate the cost of human resources.

PROCESS OF HUMAN RESOURCE PLANNING Process of HRP consists following steps: Analyzing the corporate and unit level strategy. Demand forecasting. Supply forecasting. Estimating the net human resources requirement In case of future surplus, plan for redeployment, retrenchment and layoff.

In case of future deficit, forecast the future supply of human resources from all sources with reference to plans of other companies . Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resource requirements. Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements. 1. to eight steps of human resource planning are in a order. 2. but the same order need not be followed in the actual planning process as the steps are interdependent and sometimes, the first step and the last step may be processed simultaneously. 3. however it is helpful to the planner to plan for HR effectively without any complications if he/she has an idea about all steps of HRP.

1) .ANALYSING THE CORPORATE AND UNIT LEVEL STRATEGIES: a. HRP should start with analyzing corporate level and unit level strategies.

b. These strategies include expansion, diversification mergers, acquisitions, reduction in operations, low cost and differentiation.

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Human Resource Management semester- II Unit-3 c. Strategic implementation requires the production implementation, technological implementation, marketing implementation and HR implementation. d. HR implementation essentially requires possessing the required number and king of employees. e. This is turn human resources plan.

2) DEMAND FORECASTING OF THE OVERALL HR REQUIREMNTS: a. The existing job design and analysis may thoroughly be reviewed keeping in view the future capabilities, knowledge and skills of present employees. b. Further, the jobs should be redesigned and reanalyzed keeping in view the organizational an unit wise plans and programs, future work quantum, future activity or task analysis, future skills, values, knowledge and capabilities of present employees and prospective employees. c. The jobs generally should be designed and analyzed reflecting the future HR and based on future organizational plans d. Job analysis and forecasts about the future components of HR facilitate demand forecasting e. One of the important aspects of demand forecasting of the quality of HR (skill, knowledge, values, capabilities etc) in addition to quantity of human resources f. a. b. Important forecasting methods are: Managerial judgment Statistical techniques Ratio Trend analysis Econometric models Work study techniques

3)SUPPLY FORECASTING: The first step of forecasting the future supply of HR is to obtain the data and information about the present human resources inventory. 4)EXISTING INVENTORY: The data relating to present HR inventory in terms of HR components, number, designationwise and department-wise should be obtained. Principal dimensions of HR inventory are: 1. Head counts regarding total, depart-wise, sex-wise, designation-wise, skill-wise, payrollwise etc M.jyothi Asst prof SVCE Page 19

Human Resource Management semester- II Unit-3 2. job family inventory

e.g., jobs related to same category. Age Inventory:

Net HR requirements in terms of number and components are to be determined in relation to overall human resources requirements and future supply of human resources is to found out. 5) ACTION PLAN FOR REDEPLOYMENT, REDUNDANCY, RETRENCHMENT: If future surplus is estimated, the organization has to plan for redeployment, redundancy etc The organization should also plan for training or reorientation before redeployment of employees. Redeployment takes place in the form of transfers.

The organization in consultation with the trade unions has to plan for redundancy, retrenchment.

6.(a). REDEPLOYMENT PROGRAMMES: 1. Out Placement: Out placement program also intended to provide career guidance for displaced employees. 2. this program covers retaining the prospective displaced employees who can be redeployed else where in the organization helping in resume writing, interview technique job searching etc a. b. Employment in the sister Organizations Employment in other companies.

(b) REDUNDANCY/ RETRENCHMENT PROGRAMMES: Reduced work hours Work sharing-Two employees work half time Layoffs-layoffs can be temporary or permanent

o Temporary layoffs are due to the slackness in business, machinery breakage power failure etc.. o o Workers are called back as soon as work resumes to the normal position Permanent layoff is due to liquidation of the company.

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Human Resource Management semester- II Unit-3 o Proper human resources planning and leveling the workforce at proper level can help to reduce this effect. LEAVE OF ABSENCE WITHOUT PAY: o This technique helps the company to cut the lab our cost and the employee to pursue his self interest. o This technique also helps the company to plan for eliminating the unnecessary job in a phased manner. o This concept serves as productive method to help employees prepare for future changes.

e.g., Syndicate Bank introduced this technique to reduce the problem of excess staff. VOLUNTARY RETIREMENT / EARLY RETIREMENT:

Government of India introduced VRS under the caption Golden Handshake in order to solve the problem of overstaffing in the public sector. Management provide reward to those employees normal, retirement benefits so called Golden Handshake.

ATTRITION:

Attrition is the process whereby as incumbents leave their jobs for various reasons, those jobs will be kept vacant or unfilled. It may be organization-wise, department-wise or job-wise. e.g., Indian Railways, other public sector and universalism. 7.COMPULSORY RETIREMENT / IRON HANDHSHAKE: In the HR manager identifies surplus employees and discharges them from the service. Management do not provide any cash or non cash benefits to the employees other than normal. Retirement Benefits 8.CREATION OF ADHOC PROJECTS: Some companies provide projects for surplus employees for some period. 9. FORECAST FUTURE SUPPLY FROM ALL THE SOURCES: In deficit is estimated in any department and in the entire organization management has to forecast the future supply of human resources from various sources like internal sources, comparable organizations, educational and training institutes employment exchanges, labor man etc.

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Human Resource Management semester- II Unit-3 10. ACTION PLAN FOR OUTSOURCING RECRUITMENT: If the forecast relating to future supply of manpower from internal sources of organization shows the favorable trends, the managements prefers internal candidates and plan for their promotion, transfer and T&D. If not, the forecast relating to future supply from external sources indicate the availability of the required human resources, then plan for out sourcing, recruitment and selection. 1. OUTSOURCING PLAN: Many organization have been performing the out sourcing function

These organization employ human resources of different categories and supply them lease, them to various companies. These companies can avail the services as and when they need and pay the commission the outsourcing organization. This system is more or less like getting a machine for use and a lease basis. Outsourcing is more prominent in the IT industry.

Advantages of outsourcing: 1. 2. 3. 4. The companies need not plan for Human resources The companies can get HR immediately The companies need not manage HR. The companies can dispense HR immediately after the work.

2.RECRUITMENT AND SELECTION PLAN(RSP): RSP cover the number and type of employees when they are equine to the job, time necessary for R & S process, recruitment sources, recruitment techniques to be used, selection procedure to be adopted and selecting techniques to be used to subsequently recruiting the required candidates. It also covers the time factor for induction, preliminary training and placement. 3) TRAINING AND DEVELOPMENT PLAN: The T & D plan covers areas to be developed, training techniques, training programmes, training time, availability of trainees, in plant training or training institute, never courses to be developed or changes in the existing courses. Cost benefit analysis of training development of the employees and matching of their improved skills with future job. 4) PRODUCTIVITY PLAN: M.jyothi Asst prof SVCE Page 22

Human Resource Management semester- II Unit-3 Productivity plan includes maximization of productivity or minimization of labout per unit of output, through technological changes, improving / streamlining methods, procedures and systems, productivity bargaining training, financial incentives, developing various schemes, motivation, commitment, organization development programmes job enlargement / enrichment, participation etc.. It also includes improving productivity efficiency. 5)RETENTION PLAN: Though there is a problem of unemployment organizations experience shortage some categories of employees and some organization experience shortage of some other categories of employees due to employee mobility. RECRUITMENT: Recruitment is distinct from employment and selection. Definition: The process of searching for prospective employees and stimulating them to apply for jobs in the organization . Edwin B. Flippo . OBJECTIVES OF RECRUITMENT: 1.To attract the people with multi dimensional skills and experiences that suit the present and future organizational strategies. 2.To induct outsiders with a new perspective to lead the company. 3.To infuse fresh blood at all levels of the organization. 4.To develop an organization culture that attracts competent people to the company. 5.To search people whose skills fit the companies values. 6.To devise methodologies for assessing psychological traits (quality or feature ) 7.To seek out non-conventional development grounds of talent. 8.To search for talent globally and just within the company. 9.To design entry pay that competes on quality but not on quantum. 10.To anticipate and find people for positions that do not exist yet. SOURCES OF RECRUITMENT: 1.After understanding the company strategies and recruitment policy. The HR manager has to search for the candidates who can contribute for the achievement of the companies strategies.

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Human Resource Management semester- II Unit-3 2.He has to search for the candidates in various sources viz.traditional sources of recruitment and modern sources of recruitment. TRADITIONAL SOURCES OF RECRUITMENT: The sources of recruitment are broadly divided in to internal and external sources. I.Internal sources are sources within organizational pursuits. II.External sources are sources outside organizational pursuits. I INTERNAL SOURCES: 1.Present permanent employees:- organization consider the candidates from this sources for higher level jobs due to availability of most suitable candidates for jobs relatively or equally to the external source to meet the trade union demands and due to the policy of the organization to motive the present employee. 1.Present temporary or casual employees:- organization find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motive them on the present job. 2.Retrenched or retired employees: - the organization takes the candidates for employment from the retrenched employees due to the obligation trade union. Pressure and the like. Sometimes, the organization prefer to re-employee their retired employees as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion etc.

3.Dependents of deceased, Retired and present Employees: some organization function with a view to developing the commitment and loyalty of not, only the employee but also his family members and to built up image and provide employment to the dependents of deceased, disabled and present employees. Such organization find this source as an effective source of recruitment. EXTERNAL SOURCES: 1.CAMPUS RECRUITMENT: Different types of organizations like industries, business firms, service organizations, social or religious organizations can get inexperienced candidates of different types from various educational institutions like colleges, & universities imparting education in science, commerce, arts, English and technology, agriculture, medicine, management studies etc and trained candidates in different disciplines like vocational, engineering, medicine from the training institutes like vocational training institutes of state governments in various trades, national industrial training institute for engineers etc. 2.PRIVATE EMPLOYMENT AGENCIES/ CONSULTANTS: M.jyothi Asst prof SVCE Page 24

Human Resource Management semester- II Unit-3 Public employment agencies or consultants like ABC consultants in like ABC consultants in India perform recruitment functions on behalf of a client company by charging fees. 3.PUBLIC EMPLOYMENT EXCHANGES (PEE): The government setup PEE in the country to provide information about vacancies to the candidates and to help the organizations in finding out suitable candidates. 4.PROFESSIONAL ORGANISATIONAL: P O maintain complete bio-data of their members and provide the same to various organizations on requisition. They also act as an exchange between their members and recruiting firms in exchanging information, clarifying doubts etc. 5.DATA BANKS: The management can collect the bio-data of the candidates from different sources like employment exchange, educational training institutions etc & feed then in the computer. It will become another source & the company can get the particular as and when it needs to recruit. 6.CASUAL APPLICANTS: Depending upon the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or hand over the applications in the personnel department. 7.SIMILAR ORGANISATIONS: Generally experienced candidates are available in organization producing similar products are engaged in similar business. The management can get potentially suitable candidates from this source. 8.TRADE UNIONS: Generally, unemployed or under employed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latters intimacy with the management. MODERN SOURCES: Again dividend into Internal and External. INTERNAL MODERN SOURCES: 1.Employee Referrals: Present employees are well aware of qualification attitude, experience and emotions of their friends and relatives. They were also aware of jobs requirements and organizational culture of their company. So, they can easily judge whether there is match between job and friend/relative. This source reduces the cost and time required for recruitment.

EXTERNAL MODERN SOURCES: 1.WALK-IN: The busy organization and the rapid changing company do not find time to perform various functions of recruitment.

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Human Resource Management semester- II Unit-3 So, they advise potential candidates to attend for the interview directly without prior application on specified date, time and place. The suitable candidates from among the interviewees will be selected for appointment after screening the candidates through tests and interviews. 2.CONSULT- IN: The busy and dynamic companies encourage the potential job seekers to approach them personally and consult the regarding the job. The companies select the suitable candidates from among such candidates through the selection process. 3.HEAD HUNTING: The companies request the professional organization to search for the best candidates particular for the senior executive positions. The professional organization search for the most suitable candidates and advise the company regarding the filling up of the position. Head hunters are also called as such consultants. 4.BODY SHOPPING: Professional organization and the hi-tech training institutes develop the pool of human resources for the possible employment. I )The prospective employers contact there organization to recruit the candidates. II)Otherwise, the organization themselves approach the prospective employers to place their human resource. III)These professional and training institutions are called Body Shoppers and there activities are known as body shopping. IV )The body shopping is used mostly for compute professionals. V)Body shopping is also known as employee leasing activity.

The leasing firms employ the people and lease them for the use by various needy companies for payment of a commission. 5.MERGERS & ACQUISITIONS: Business alliances like acquisitions, mergers and take over help in getting human resources. In addition, the companies do also have alliances in sharing their human resources on ad-hoc basis. 6.E-RECRUITMENT: The technological revolution in telecommunication help the organization to use internet as a source of recruitment. Organizations advertise the job vacancies through the World Wide Web (www). The job seekers send their applications and CVs in internet. Advantages of E-Recruitment: M.jyothi Asst prof SVCE Page 26

Human Resource Management semester- II Unit-3

Low cost of recruitment per candidate. Reduction in time for recruitment. Increase in selection ratio. HR professionals can concentrate on strategic issues. Increased rate of collaborations among the recruiting agencies. Increased effectiveness and efficiency of recruitment.

7) OUTSOURCING: Some organization recently developing HR pool by employing the candidates for themselves. There organization do not utilize the human resources instead they supply HRS to various companies bared on their needs on temporary or ad-hoc basis. Various companies rather than employing HRS draw there organization on commission basis. This management is called as out-sourcing.

EVALUATION OF RECRUITMENT: 1.Internal Recruitment: IR Seeks applicants for positions from those who are currently employed. It includes Present employees-like promotions and transfers. Employee referrals- employees can develop good prospects for their familiar and friends.

Former employees-some retired employees may be willing to come back to work on a part time basis or may recommend someone. Previous Applicants: Quick and inexpensive way to fill the jobs.

Evaluation of Internal Recruitment: Advantages: 1) It is less costly. 2) Candidates are already oriented towards organization. 3) Organization have better knowledge about the internal candidates. 4) Enhancement of employee morale and motivation. 5) Good performance is rewarded allows to be a permanent. Disadvantages: M.jyothi Asst prof SVCE Page 27

Human Resource Management semester- II Unit-3 It perpetuates the old concept of doing things. (encourage to do wrong). It bets raiding (to steal or to get) Candidates current work may be affected. Politics play greater role. Morale problem for those not prompted.

II.External Recruitment: Professional or trade associations. Advertisements. Employment Exchanges. Campus Recruitment. WalK-ins, write-ins, and Talk-ins. Consultants.

Contractors-contractors are used to recruit casual workers. The names of the workers are not entered in the company records and to this extent, difficulties experienced in maintaining permanent workers are avoided. Radio and Television Acquisitions and Mergers. Competitors.

EVALU ATION OF EXTERNAL RECRUITMENT: Advantages: Benefits of new skills, new talents and new experience to organizations, Compliance with reservation policy become easy. Scope for resentment, jealousies and heartburn are avoided.

Disadvantages: Better morale and motivation associated with internal recruiting is denied to the organization. It is costly. Chances of creeping in false positive and false negative errors. Adjustment of new employees to the organization culture takes longer time. Page 28

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Human Resource Management semester- II Unit-3 SELECTION MEANING: Selection is the process of picking individuals (out of the pool of job applicants) with requisites qualifications and competence to fill jobs in the organization. DEFINITION: Selection is a process of differentiating between applicants in order to identify (& hire) those with a greater likelihood of success in a job Recruitment and selection are the two crucial steps.

Recruitment refers to the process of identifying and encouraging prospective employers to apply for jobs. Selection is concerned with picking the right candidates from a pool of applicants. Recruitment is positive and selection is negative.

ESSENTIALS OF SELECTION PROCEDURES: The selection process can be successful if the following requirements are satisfied. Some one should have authorithy to select this authority comes from the employment requisition as developed by an analysis of the work-load and work-force. There must be some standard of personnel with which a prospective employee may be compared that is a comprehensive job description and job specification should be available before hand. There must be a sufficient number of applicants from whom the required number of employees may be selected. Advantages: 1. It serves to ascertain the applicants physical capability to meet the job requirements.

2. It serves to protect the organization against the unwarranted claims under workers communicable diseases entering the organization. Factors influencing selection :( or) Affecting selection: 1) Selection is influenced by several factors. Broadly divided into external factors and internal factors. External factors Supply and demand factors of specific skills in labor market. Page 29

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Human Resource Management semester- II Unit-3 2) 3) 4) 5) 6) a) 1) 2) 3) Unemployment rate Labor-market conditions Legal conditions Political conditions Companys image Internal factors: Companys policy Human resource planning Cost of hiring

Socializing:

Selection procedure: Selection procedure employs several methods of collecting information about the candidates qualifications, experience, physical and mental ability nature and behavior, knowledge, aptitude and the like judging whether a given applicant is suitable or not for the job. So, selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques The steps in the selection procedure will depend upon the nature of jobs to be filled. However, the basic steps are as follows: (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) Preliminary interview. Application blank. Scrutiny of applications. Employment tests. Group discussions. Employment interview. Checking reference Medical examination Appointment letter and placement Induction Page 30

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(1)Application Blank : Standard application forms may be drawn up for all jobs and supplied to the candidates on request. The written information about age, qualifications, experience, etc. may prove to be of greater value to the interviewers. (2)Preliminary Interview : The preliminary interview is generally brief and does the job of eliminating the totally unsuitable candidates. It may consist of a short exchange of information with respect to organisation's interest in hiring and the candidate's inquiry. (3)Scrutiny of Applications : All applications received have to be scrutinised by the screening committee of Personnel Department in order to eliminate those applicants who do not fulfil job requirements. The applicants may be called for tests or interview. (4) Written / Employment Tests : Employment tests are used to get information about the candidate which is not available from the application blank or interview. They help in matching the characteristics of individuals with the vacant jobs so as to employ right type of personnel. These days psychological and other tests are becoming increasing popular, as a part of the selection process. The following types of tests have gained popularity in industry these days. (a) (c) Intelligence tests. Aptitude tests. (d) (b) Achievement tests.

Personality tests.

5) Group Discussion : The technique of group discussion is used in order to secure further information regarding the suitability of the candidate for the job. The candidates in the group are required to analyse, discuss, find alternative solutions and select the sound solution. A selection panel then observes the candidates in the areas of initiating the discussion, explaining the problem, soliciting unrevealing information based on the given information and using common sense. The selection panel based on its observation judges the candidates' skill and ability and ranks them according to their merit. 6) Final Employment Interview : Interview may be used to secure more information about the candidates. The main purpose of an employment interview are: (a) to find out the suitability of the candidate, (b) to seek more information about the candidate and (c) to give the candidate an accurate picture of the Job with details of terms and conditions and some idea of organisation policies and employer-employee relation. (7)Checking References : An applicant may be asked in the application blank to supply two types' of references: (a) Character reference and (b) experience reference. The references may be requested- to provide information regarding behaviour of the applicant. (8) Medical Examination : After a candidate has cleared the above hurdles he is asked to go through a medical examination by a panel of doctors appointed by employer for this purpose. According to Dale Yoder, "Physical examination should disclose the physical characteristics of M.jyothi Asst prof SVCE Page 31

Human Resource Management semester- II Unit-3 the individual. it is important from the point of his efficient performance of the job he may enter or of those jobs to which he may reasonably expect to be transferred or promoted. (9) Appointment Letter and Placement : The last stage in the selection procedure is the issue of an appointment letter to the candidate who has been found fit for the job. Initially the candidate may be appointed on a probation of six months or more. (10) Induction : The newcomer is not familiar with the work surroundings and work. It is, therefore, necessary for every organisation to spend at least a day or two on the proper induction of the worker to his job however unskilled the job might be.

Recruitment V/S Selection: Recruitment Selection

1)It means searching for sources of labor and 1) It is a negative process as it involves stimulating people to apply for jobs. rejection of unsuitable candidates. 2)It is a positive process. 3) jobs. 2) It leads to screening out unsuitable candidates.

It creates a large pool applicants for 3) It is a complex and time-consuming process.

4) It is a simple process. It involves 4) The candidates have to clear a number contacting the various sources of labor. of hurdles before they are selected for jobs.

TYPES OF EMPLOYMENT INTERVIEWS. 1) PRELIMINARY INTERVIEW: a). Informal interview:- This is the interview which can be conducted at any place by any person to secure the basic and non-job related information. The interaction between the candidate and the PM. When the former meets the latter to enquire about the vacancies or additional particulars in connection with the employment advertisement is of informal interview. b). Unstructured Interview: In this interviews the candidate is given the freedom to tell about himself; by revealing his knowledge on various items/ areas his background expectations, interest etc. Similarly the interviewer also provides information on various items required by the candidate. M.jyothi Asst prof SVCE Page 32

Human Resource Management semester- II Unit-3 2) CORE INTERVIEW: The interaction between the candidate and the line executive or experts on various areas of job knowledge skill, talent, etc. a) Background Information Interview: This interview is intended to collect the information which is not available in the application blank and to check the information provided in application form. b) Job & Probing Interview: This interview aims at testing the candidates job knowledge about duties, activities, methods of doing job, critical problematic areas, methods of handling those areas etc. c) Stress Interview: The interview aims at testing the candidates job behavior and level of with standing during the period of stress and strain. The interviewer tests the candidate by putting him under stress and strain by interrupting the applicant from answering, criticizing his opinion, asking question pertaining to unrelated areas keeping silent for unduly long periods after he has finished speaking etc. Stress Interview must be handled with utmost care and skill. d) Group Discussion Interview: There are two methods of conducting group discussion interviews. I) II) I) Group interview method. Discussion interview method.

Group interview method: All the candidates are brought into one room that is the interview room and are interviewed one by one under group intervies. This method helps a busy executive to save valuable time and gives a fair avvount of the objectivity of the interview to the candidates.

II)

Discussion interview method; One topic is given for discussion to the candidates who assemble in one room and they are asked to discuss the topic in detail.

This type of interview helps the interviewer in appraising certain skills of the candidates like initiative, Interpersonal skills, dynamism, presentation, leading, comprehension, collaboration etc. e) Formal and Structured Interview: In this all the formalities, procedures like fixing the value, time panel of interviewers opening and closing, intimating the candidates officially etc. are strictly followed in arranging and conducting the interview. The course of interview is preplanned and structured in advance, depending on job requirements. M.jyothi Asst prof SVCE Page 33

Human Resource Management semester- II Unit-3 f) Panel Interview: A Panel of experts interviews each candidate, judge his performance individually and prepares consolidated judgement. Interview for middle level and senior level managers are normally conducted by the panel of experts. g) Depth Interview: In this, the candidate would be examined extensively in core areas in job skills and knowledge. Experts test the candidates knowledge in depth. Depth interviews are conducted for specialists jobs. 3) DECISION MAKING INTERVIEW: After candidates are examined by the experts including the line manager of the organization in the core areas of the job, the HOD/section concerned interviews the candidates once again, mostly through informal discussion. The interviewer examines the interest of the candidate in the job organization, reaction/adaptability to the working conditions, career planning, promotional opportunities, work adjustment and allotment et c. The HR manager also interviews the candidate with a view to find out his reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc. The HOD and the HR manager exchange the views and then they jointly inform their decision to the chairman of interview board, who finally makes the decision about the candidates performance and their ranks in the interview. INTERVIEW PROCESS: There are four major steps in interview process: 1) Preparation for the interview. 2) Conduct the interview. 3) Close the interview. 4) Evaluate interview results. 1) Preparation for the interview: The following preparations have to made by the organization before starting an interview . a) Choose the appropriate types of interviews based on job requirements and the nature of interviews discussed earlier. b) Identify the knowledge, skill areas to be examined through interviews based on job requirements. c) Determine the type and number of the interviewers. e.g. psychologists. d) Review the information collected in advance through application forms. e) Decide upon the administrative arrangements. f) Finalize the physical setting including time which would be convenient to interviewees and interviewer. g) Determine the coverage of the interview. E.g. areas and experience. h) Find out the conditions under which the interview technique is effective selection techniques. M.jyothi Asst prof SVCE Page 34

Human Resource Management semester- II Unit-3 2) Conducting the interview: Relating to skills, knowledge, aptitude, attitude, traits of candidates. a) Open the interview voice, speech and appearance. b) Get complete and accurate information. c) Recording of observations and impressions. d) Guide the interview. e) Check the success of the interviewer. 3). Closing the Interview: Placement: Placement refers to the allocation of people to jobs. It includes initial people to jobs. It includes initial assignment of new employees and assignment of new employees and promotion, transfer, or demotion of promotion, transfer, or demotion of present employees .present employ Placement basically refers to the system of assessment and selection by which vacancies are filled by staff serving in an organization. Placement can also be defined as the internal filling of vacancies as distinguished from external recruitment. Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate. Placements are also important for employment agencies, especially executive search firms, a type of employment agency that specializes in recruiting executive personnel for companies in various industries. Executive search agents/professionals usually have a wide range of personal contacts within the area in question, and a detailed specific knowledge of said area, and typically operate at the most senior level. Executive search professionals are also involved throughout more of the hiring process, conducting detailed interviews as well as only presenting candidates to clients where they feel the candidate in question will fit into the employment culture of the client. Compensation methods for recruiters specializing in direct hire placements fall into two broad categories; contingent and retained. Retained recruiters present opportunities and oversee the interview, and placement process for their clients. The contingent recruiter can earn as much as 10%-35% of the candidate's first year base salary or total remuneration as a hiring fee. Placement is highly significant in the HR process because it improves employee morale, helps in reducing employee turnover, reduces absenteeism, and reduces accident rates, as well in avoiding a misfit between the candidate and the job. It helps the candidate to work as per the predetermined objectives of the organization. Usually the placement process starts after an applicant is selected, the offer is made to him and it is accepted. Once an employee is selected and placed on an appropriate job, the process of familiarizing him with the job and the organization is known as Induction.

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Human Resource Management semester- II Unit-3 Placement Problems The difficulty with placement is that we tend to look at the individual but not at the job. Often, the individual does not work independent of others. Whether the employee works independent of others or is dependent depends on the types of jobs. Jobs in this context can be classified into the three categories: Independent (in such activities of one worker have little bearing on the activities of the other workers, here the placement is simple to conduct). Sequential (activities of the workers are dependent on activities of a fellow worker example assembly line sequential jobs). Pooled (where the job are high degree of interdependence among activities. The final output of is the result of contribution of all workers. It is team work which matters. Placement for this is quite difficult).

Assessment-Classification Model and Employee Placement Collect details of the employee Construct his/her profile Which sub-group profile to job family profile? Which job family profile does subgroup profile best fit? Assign the individual to job family Assign the individual to specific job after further counseling and assessment Principles of Placement A few basic principles should be followed at the time of placement of a workers on the job. This is elaborated below: 1. Man should be placed on the job according to the requirements of the job. The job should not be adjusted according to the qualifications or requirements of the man. Job first, man next, should be the principle of the placement. 2. The job should be offered to the person according to his qualification. This should neither the higher nor the lower than the qualification. 3. The employee should be made conversant with the working conditions prevailing in the organization and all things relating to the job. He should also be made aware of the penalties if he commits the wrong. 4. While introducing the job to the new employees, an effort should be made to develop a sense of loyalty and cooperation in him so that he may realize his responsibility better towards the job and the organization. 5. The placement should be ready before the joining date of the newly selected person.

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Human Resource Management semester- II Unit-3 6. The placement in the initial period may be temporary as changes are likely after the completion of training. The employee may be later transferred to the job where he can do better. Proper placement helps to improve the employees morale. The capacity of the employees can be utilized fully. The right placement also reduces labor turnover, absenteeism and also the accident rate. Than the employee can adjust to the required environment of the organization effectively and the performance of the employee will not be hampered. .

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