SUBJECT CODE: HRMIR 101 HUMANRESOURCES MANAGEMENT AND INDUSTRIAL

RELATIONS
(PART A: HUMANRESOURCES MANAGEMENT - 50 MARKS)
EXECUTIVE LEVEL- I

Mohammad Ruhan Miah MBA, ACS

(Lec# 03)
HUMANRESOURCES MANAGEMENT

Recruitment & Selection

What is Recruitment and Selection
According to Edwin B. Flippo, Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in the organisation. Recruitment
is the activity that links the employers and the job seekers. A few definitions of
recruitment are:

A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process
is
to
expedite
the
selection
process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger initiates an employee
requisition for a specific vacancy or an anticipated vacancy
Difference between Recruitment and Selection
Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
1. Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organisation WHEREAS selection involves the series of
steps by which the candidates are screened for choosing the most suitable persons for
vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to enable the

selection of best candidates for the organisation, by attracting more and more employees
to apply in the organisation WHEREAS the basic purpose of selection process is to
choose the right candidate to fill the various positions in the organisation.
3. Recruitment is a positive process i.e. encouraging more and more employees to apply
WHEREAS selection is a negative process as it involves rejection of the unsuitable
candidates.
4. Recruitment is concerned with tapping the sources of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS selection
results in a contract of service between the employer and the selected employee.
Job Analysis, Job Descriptions and Job Specifications
JOB ANALYSIS
Definition 1:
(Process of Collecting Information)
Job Analysis is a process of studying and collecting information relating to operations
andresponsibilities of a specific job. The immediate products of this analysis are Job
Description and Job Specifications.
Definition 2:
(Systematic Exploration of Activities)
Job Analysis is a systematic exploration of activities within a job. It is a basic technical
procedure that is used to define duties and responsibilities and accountabilities of the
job.
Definition 3:
(Identifying Job Requirements)
Job is a collection of tasks that can be performed by a single employee to contribute to
the production of some product or service, provided by the organization. Each job has
certain
ability requirements (as
well as certain rewards) associated with it. Job Analysis is aprocess used to identify these
requirements.
MEANING OF JOB ANALYSIS
Job Analysis is a process of collecting information about a job. The process of job
analysis results into two sets of data.
Job Description
Job Specification As a result Job analysis involves the following steps in a logical order.
Steps of Job Analysis
1.Collecting and recording job information
2.Checking the job information for accuracy
3.Writing job description based on information collected to determine the skills,knowledg
e, abilities and activities required4.Updating and upgrading this information

PURPOSE OF JOB ANALYSIS: Human Resource Planning (HRP):

- The numbers and types of personnel are determined by the jobs, which need to
be staffed. Job related information in the form of Job Analysis serves this purpose or use.
Recruitment & Selection:
- Recruitment precedes job analysis. It helps HR to locate places to obtain employees. It
also helps in better continuity and planning in staffing in the organization. Also selecting
a good candidate also requires detailed job information. Because the objective of hiring is
to match the right candidate for right job
Training & Development:
Training and development programs can be designed depending upon job requirement
and analysis. Selection of trainees is also facilitated by job analysis.
Job Evaluation:
Job evaluation means determination of relative worth of each job for the purpose of
establishing wage and salary credentials. This is possible with the help of job description
and specifications; i.e. Job Analysis.
Remuneration:
Job analysis also helps in determining wage and salary for all jobs.
Performance Appraisal:
Performance appraisal, assessments, rewards, promotions, is facilitated by job analysis by
way of fixing standards of job performance.
Personnel Information:
Job analysis is vital for building personnel information systems and processes for
improving administrative efficiency and providing decision support.
Safety & Health:
Job Analysis helps to uncover hazardous conditions and unhealthy environmental factors
so that corrective measures can be taken to minimize and avoid possibility of human
injury.
Job Analysis: job analysis means a systematic investigation of the tasks, duties and
responsibilities of a job and the necessary knowledge; knowledge skills and abilities a
person need to perform the job adequately.
Detailed examination of the(1) tasks (performance elements) that make up a job (employee role),
(2)conditions under which they are performed, and
(3)what the job requires in terms of aptitudes (potential for achievement),
attitudes (behavior characteristics),knowledge, skills, and the physical condition of the
employee.
Its objectives include (a) determination of the most efficient methods of doing a job,
(b) enhancement of the employee's job satisfaction, (c) improvement in training methods,
(d) development of performance measurement systems, and (e) matching of job-

specifications with the person-specifications in employee selection. Comprehensive

job analysis begins
with
the study of
the organization itself:
its
purpose, design and structure, inputs and outputs, internal and external environments,
and resource constraints. It is the first step in a thorough understanding of the job
and forms the basis of job description which leads to job specification. Also called human
resource
audit,
job
study,
or occupational
analysis.
See
also activity
analysis, performance analysis, and task analysis.
Job Description: job description means a list of job duties, responsibilities, working
condition, reporting relationship. The task/position attributes to job analysis.
JOB DESCRIPTION
Job Description implies objective listing of the job title, tasks, and responsibilities
involved in a job. Job description is a word picture in writing of the duties,
responsibilities and organizational relationships that constitutes a given job or position. It
defines continuing work assignment and a scope of responsibility that are sufficiently
different from those of the other jobs to warrant a specific title. Job description is a broad
statement of purpose, scope, duties and responsibilities of a particular job.
Format of Job Description
Job Title
Region/Location
Department
Reporting to (Operational and Managerial)
Objective
Principal duties and responsibilities
Features of Good Job Description
1.Up to date
2.Proper Job Title
3.Comprehensive Job Summary
4.Clear duties and responsibilities
5.Easily understandable
6.State job requirements
7.Specify reporting relationships
8.Showcase degrees of difficulties
9.Indicates opportunities for career development
10.Offer birds-eye-view of primary responsibilities

JOB SPECIFICATIONS
Job Specification involves listing of employee qualifications, skills and abilities
required to meet the job description. These specifications are needed to do job
satisfactorily. In other words it is a statement of minimum and acceptable human
qualities necessary to perform job properly. Job specifications seeks to indicate
what
kind
of
persons
may
be
expected to mos t closely approximate the role requirements and thus it i
s basicall y concerned with matters of selection, screening and placement and is
intended to serve as a guide in hiring.
Contents of Job Specifications
1.Physical Characteristics
2.Psychological characteristics
3.Personal characteristics
4.Responsibilities
5.Demographic features
Further the job specifications can be divided into three broad categories

Essential Attributes
Desirable Attributes
Contra-Indicators indicators hampering the success of job

Importance of JD
All employees like to know what is expected of them and how they will be evaluated. Job
descriptions can also be a great value to employers. Creating a job description often results in a
thought process that helps determine how critical the job is, how this particular job relates to
others and identify the characteristics needed by a new employee filling the role.
A job description typically outlines the necessary skills, training and education needed by a
potential employee. It will spell out duties and responsibilities of the job. Once a job description is
prepared, it can serve a basis for interviewing candidates, orienting a new employee and finally in
the evaluation of job performance. Using job descriptions is part of good management.
Before you begin interviewing, it is critical to have a written job description in place
for each unique position. Having a written description accomplishes many important
things that protect your business and your employees.
A good job description:

Serves as a reference guide for determining comparable industry salaries.

Helps maximizes money spent on employee compensation for the position by
ensuring experience, and skills needed for the job, are detailed and matched to
prospective applicants.
Functions as a foundation for developing interview questions.
Details information about the position that can be incorporated into help
wanted ads.
Discourages employees from refusing to do something because it is not my
job.
Provides a basis for employee reviews, salary increases, setting goals, and
growth paths.

Serves as legal documentation that can be useful in the event an employee

files a termination or discrimination lawsuit against the company.
Job description is a crucial part of every job in every organized working environment.
Writing and compiling job descriptions is one of the very important jobs of a human
resources person in an organization. It is really important because it covers details of
the day to day duties expected from each employee in all departments of a given
firm. In writing job descriptions for each position, it should cover such areas as skills,
tasks, functions and general responsibilities to be carried out by employees of that
department.
A typical job description should cover and clearly state the following: the title of the
position the department under which the position is situated, the duties, tasks,
functions, and responsibilities expected of the occupant of that position, educational
qualifications needed for the position, experiences needed, general and particular
skills needed, membership of professional bodies required, and the reporting format
(who reports to who, in what order, and the like).
Before a complete job description is prepared, there is need for the human resources
person to conduct a comprehensive job analysis. This examination will expose
answers to each of these items above and help in getting the job done faster. Aside
from the above mentioned, abilities and competencies of the candidate must be put
into consideration and has a place in the job description. In compiling and preparing
a job description, the human resources person always has an onerous task to
prepare the description for each position in all departments. The human resources
personnel gets these information by interviewing existing staff, conducting research,
asking employees to fill in an already prepared questionnaire, observing performance
of certain tasks, and many more duties alike.
A well-prepared job description is a valuable asset to the firm because it saves cost
in the long run for the firm. A good job description can help during vacancy
placement. It will help out the human resources person to know exactly what to
write in the advert to attract the experienced employees. It also helps in preparing
interview questions and to monitor answers given by interviewees, and helps to
match employee skills, experiences and competencies during interview before
employment. Another is to draws a clear line between duties of one position from
another position, to clarify the issue of who reports to whom, to help in career path
planning as well as succession planning, to help in making the appraisal exercise
simple and straightforward, and to help draw a clear line between achievers and nonachievers
in
a
department.
In summary, a job description is prepared to explain to employees what their duties
and tasks are in the workplace. It also tells an employee where and when his duty
ends and when the duty of another employee starts in order to avoid shifting conflict
and employee job duty related grievances. It must be made clear that writing the
best job descriptions are intended for the welfare of those employees working for a
certain company, and for those human resources staff who compile and prepare
these documents.

Elements of JD
1.Job Identification
2.Job Summary
3.Job Duties and Responsibilities
4.Supervision specification
5.Machines, tools and materials

6.Work conditions
7.Work hazards
8.Definition of unusual terms

Format of a JD

Recruitment & Selection Process

Constraints on R&S Effort

Image of the organization

Attractiveness of the Job

Cost of R&S Process

Influences

Non Co-operation
INDUCTION & ORIENATION
Definition:
Planned Introduction
It is a Planned Introduction of employees to their jobs, their co-workers and the
organization per se.
Orientation conveys 4 types of information:
1.Daily Work Routine
2.Organization Profile
3.Importance of Jobs to the organization

4.Detailed Orientation Presentations

Purpose of Orientation
1.To make new employees feel at home in new environment
2.To remove their anxiety about new workplace
3.To remove their inadequacies about new peers
4.To remove worries about their job performance
5.To provide them job information, environment
Types of Orientation Programs
1.Formal or Informal
2.Individual or Group
3.Serial or Disjunctive
Prerequisites of Effective Orientation Program
1.Prepare for receiving new employee
2.Determine information new employee wants to know
3.Determine how to present information
4.Completion of Paperwork
Problems of Orientations
1.Busy or Untrained supervisor
2.Too much information
3.Overloaded with paperwork
4.Given menial tasks and discourage interests
5.Demanding tasks where failure chances are high
6.Employee thrown into action soon
7.Wrong perceptions of employees
What is the difference between induction and orientation?
Induction referred to formal training programs that an employee had to complete before
they could start work Orientation was the informal information giving that made the
recruit aware of the comfort issues - where the facilities are, what time lunch is and so
forth.
How long should the induction process take?
It starts when the job ad is written, continues through the selection process and is
notcomplete until the new team member is comfortable as a full contributor to the
organization's goals. The first hour on day one is a critical component - signing on,
issuing keys and passwords, explaining no go zones, emergency procedures, meeting the
people that you will interact with all have to be done immediately. Until they are done the
newcomer is on the payroll, but is not employed. After that it is a matter of just in time
training - expanding the content as new duties are undertaken.
What levels of staff need induction?
Everybody. The CEO needs to know different things to the temporary concierge, but
everyone needs a planned program of induction and orientation.