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Meaning
• Personal aspect
• Welfare aspect
• At enterprise level
• Societal level
HR Subsystem
Finance Procurement, T&D, Marketing
Subsystem Appraisal, Rewards, Subsystem
Compensation etc
Technical Subsystem
Contd…
In addition, the HR department must maintain well-
developed job-analysis information and HR
information systems (HRIS) that provide accurate
and timely data.
Generally speaking, organizations operating in
stable environments are in a better position to
obtain comprehensive, timely and accurate
information because of longer planning horizons,
clearer definition of strategy and objectives, and
fewer disruptions.
e. Nature of jobs being filled
Personnel planners must consider the nature of
jobs being filled in the organization.
Job vacancies arise because of separations,
promotions and expansion strategies.
It is easy to employ shop-floor workers, but a lot of
sourcing is necessary for hiring managerial
personnel.
It is, therefore, necessary for the personnel
department to anticipate vacancies, as far in
advance as possible, to provide sufficient lead time
to ensure that suitable candidates are recruited.
f. Off-loading the work
Several organizations off load part of their work to
outside parties either in the form of sub-contracting
or ancillarisation.
Off loading is a regular feature both in the public
sector as well as in the private sector.
Most organizations have surplus labour and they
do not want to worsen the problem by hiring more
people. Hence, the need for off loading.
Contd…
Some organizations are known to carry the concept
of off-loading to ridiculous lengths.
As companies outsources major part of its work,
and in the process, the regular employees sit idle.
Kickbacks from owners of ancillary units are the
cause for such ancillarisation.
HRP is rarely required in such circumstances.
HRP Process
Environment
Organizational
Objectives & Policies
HR Planning
HRP Implementation
Surplus Shortage
Restricted Hiring Recruitment and
Reduced Hours Selection
VRS, Lay off etc
Job Analysis & Job Design
Job Analysis = Process of collecting information
w.r.t a Job.
Defn:
JA is the process of studying & collecting info
relating to the operations & responsibilities of a
specific job.
It’s a systematic exploration of the activities within
a job. It’s a basic technical procedure used to
define the duties, responsibilities & accountabilities
of a job.
A 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 possess certain
requirements associated with the job & JA is a
process used to identify these requirements.
Gather Information
* Personnel Planning
Job Description * Performance Appraisal
* Hiring
*T&D
Job Specification
* Job Evaluation &
Compensation
* Health & Safety
* Employee Discipline
* Career Plan
1. Strategic Choices: w.r.t JA, an organization is
required to make atleast 5 choices.
a. Extent of employee involvement in JA [JA =
attributing info w.r.t duties + skills +
responsibilities to perform a job. Info been
collected frequently & employees are asked to
supply vital info & now extent of involvement
becomes prime question?]
b. Level of details [Level of details required in JA
depends upon the purpose for which job details
are been collected]
c. Frequency of Analysis [JA is mostly conducted
during newly established organization, new
designation, changes in the profile of a job w.r.t
technological advancements etc.]
d. Past Oriented Vs Future Oriented [Organization
undergoing technological changes tends to follow
future oriented approach for JA. i.e,
specifications w.r.t procedure carried for
performing a job resulting in better training
facilities for personnel]
e. Source of data [direct source of information w.r.t
a job is the job holder]
2. Information gathering
• What type of data? (w.r.t work activities, job
contexts, personnel requirements etc.)
• What methods to be employed for data
collection? (observation, interview, check list,
diary method)
• Who should collect the data? (trained job
analyst, supervisors, job incumbents etc)
3. Information processing
Once job information been collected needs to be
processed so that its useful for personnel
functions. Secondly, its useful to prepare job
description & job specification.
Purpose of JA
* HRP
* Recruitment &
Selection
Job Description
*T&D
Job * Job Evaluation
Analysis * Remuneration
* Performance
Appraisal
Job Specification
* Personal
Information
* Safety & Health
Methods of Collecting Job Data
Interviews
Observation Questionnaire
Job Data
Technical
Conference
Recruitment & Selection Needs
Determined
HRP recruitment & JA
selection needs
Recruiting makes it possible to acquire the number &
type of people necessary to ensure the continued
operation of the organization.
Recruiting is discovering the potential applicants for
actual or anticipated organizational vacancies i.e
linking activity which brings together those with jobs
& job seekers.
Here the purpose is to locate sources of man power
to meet job requirements & job specifications and
hence considered to be an important function of
personnel administration.
Definition
It is 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
applicants from which new employees are selected.
Purposes & Significance
• Determining the present & future requirements of the
organization in conjunction with its personnel planning
and JA activities.
• Increasing large pool of applicants at minimum costs.
• It increases the success rate of selection process in
terms of screening.
• Evaluate the effectiveness of various recruiting
techniques & sources for all types of job applicants.
Factors governing Recruitment
Strategy
Development Applicant Evaluation
* Where Population and
* How Control
* When
SELECTION
Definition:
Selection is the process of picking individuals (out of
pool of job applicants) with requisite qualifications
and competence to fill jobs in the organization.
It is the process of differentiating between applicants
in order to identify (and hire) those with a greater
likelihood of success in a job.
Recruitment and Selection are the two crucial steps
in HR process and are often used interchangeably.
Recruitment refers to the process of identifying and
encouraging prospective employees to apply for jobs,
selection is concerned with picking the right
candidates from a pool of applicants.
Recruitment is said to be positive as it seeks to
attract as many candidates as possible. Selection on
the other hand, is negative in its approach in as
much as it seeks to eliminate as many unqualified
applicants as possible in order to identify the right
candidates.
Role of Selection
The role of selection in an organization’s
effectiveness is crucial because
• Work performance depends on individuals. The
best way to improve performance is to hire people
who have the competence and the willingness to
work.
• Cost incurred in recruiting and hiring personnel
speaks volumes about the role of selection.
Selection Process
Selection is a long process, commencing from the
preliminary interview of the applicants & ending
with the contract of employment.
ORIENTATION & PLACEMENT
Definition
Orientation also called induction, is damaged to
provide a new employee with the information he or
she needs to function comfortably and effectively in
the organization.
A formal definition of orientation is “planned
introduction of employees to their jobs, their co-
workers & the organization”.
Purpose of Orientation
Organizations are known to spend a few weeks or
even months on orientation programmes. The idea is
to make the new employees feel ‘at home’ in the new
environment.
Effective orientation programmes reduce the anxiety
of the new employees by providing them information
on the job environment and on supervisors, by
introducing them to co-workers, and by encouraging
them to ask questions.
Orientation seeks to expose new employees to all
areas of the organization. This prevents inducts from
getting overspecialized. Induction makes new hires
become productive to the company quickly.
Finally, a good orientation programme will create a
favourable impression of the organization & its work.
PLACEMENT
Placement is understood as the allocation of people
to jobs. It’s a assignment or reassignment of an
employee to a new or a different job.
Placement includes initial assignment of new
employees and promotion, transfer or demotion of
present employees.
TRAINING & DEVELOPMENT
Training and development constitute an ongoing
process in any organization.
In simple terms, training & development refer to the
imparting of specific skills, abilities and knowledge to
an employee.
Training Education
Application Theoretical Orientation
Job Experience Classroom Learning
Specific Tasks General Concepts
Narrow Perspective Broad Perspective
IMPORTANCE OF TRAINING AND
DEVELOPMENT
Training and development programmes help to
remove performance deficiencies in employees. It
is required when a
• The deficiency is caused by the lack of ability
rather than a lack of motivation to perform.
• The individuals involved have the aptitude &
motivation need to learn to do the job better.
• Supervisors & peers are supportive of the desired
behaviors.
Training Process
Organisational Objectives
& Strategies
Implementation of
Training Programme
Evaluation of Results
Methods of Training
On the job training Off the job training
Orientation Training Vestibule
Job instruction training Lecture
Internship Films
Job rotation Conference or Discussion
Coaching Case study
Role Playing
Programmed Instruction
Laboratory training
ON THE JOB TRAINING
Objectives of PA
Appraise Performance
Performance Interview