A PROJECT REPORT ON Study of Recruiting & Selection Practices in NGOs in Afghanistan

A Case Study of the Swedish Committee for Afghanistan (SCA)

BY SHAH MAHMOOD Term: C, BBA Evening Reg #: 302-061114 (2006 2010) Submitted to

Thesis Approval Form

The undersigned certify that they have read the following thesis and are satisfied with the overall exam performance, and recommend the thesis to the Faculty of business Administration for acceptance:

Study

of

Recruiting

&

Selection

Practices

in

NGOs

in

Afghanistan

Submitted By: SHAH MAHMOOD

Registration #: 302-061114

Bachelor of Business Administration (BBA)

___________________________________

Name of Discipline

Name of Supervisor

______________________________

Signature of Supervisor

______________________________

Name of Head of the department

_____________________________

Signature of Head of the department

______________________________

Name of vice Chancellor

______________________________

Signature of Vice Chancellor

______________________________

_______________________

Date

Declaration Form

I Shah Mahmood Son of Abdul Salam Registration # 302-061114 Discipline BBA Candidate of Bachelor of Business Administration (BBA) at the Kardan Institute of Higher Education Kabul, Afghanistan do hereby declare that the thesis Study of Recruiting & Selection Practices in NGOs in Afghanistan submitted by me in partial fulfillment of BBA (HONS) degree, is my work, and has not been submitted or published earlier. I also solemnly declare that it shall not, in future, be submitted by me for obtaining any other degree from this or any other university or institution.

4th April, 2010

Signature of Candidate

ii

Acknowledgment
First of all I would thank Almighty ALLAH who has guided me the way for a bright future. It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception. On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages. Without their active guidance, help, cooperation & encouragement, I would not have made headway in the project. I would like to express my sincere thanks to Swedish Committee for Afghanistan (SCA) who gave me the opportunity to work with such an esteemed organization. I owe profound sense of regards & gratitude towards (Manager - HR) who has Continuously guided me & supported in all the tasks by giving me valuable insight into issues like the meaning of HR practices, its uses, objectives and tools as well as steps to be considered in developing and studying g an organizational structure. I owe debt of gratitude to SCA management who have given me enough support & cooperation to me by finding time from their hectic schedule. I also thank them for guiding me, clearing the doubts & advising me in the right time to make this project a real learning experience. I am thankful to the entire employees at SCA for their cooperation during writing this project. I would like to acknowledge the help provided by my teacher to make this project a success. My teacher Mr. Mohammad Sultan provided guidance and learning at every step of the project, which helped me, a lot in the questioning, data collection and preparation of this report. He always gave full energy and showed willingness in my project. I am also thankful to my parents who accommodated me during those long hours of work in my project development and all the friends and colleagues who equally encouraged me. Thanking you: Shah Mahmood

iii

Executive Summary
The importance of personnel management is being increasingly realized in Governmental, non-governmental, industrial and non-industrial organization both in Afghanistan and abroad. The realization has come about because of increasing complexity of the tasks of managers and administrators. Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. The objectives of human resource department are human resource planning, recruitment and selection, training and development, career planning, transfer and promotion, risk management, performance appraisal and so on. Each objective needs special attention and proper planning and implementation. For every organization it is important to have a right person on a right job. Recruitment and selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about recruiting and selecting staff. It is recommended to carry out a strategic analysis of recruitment and selection procedure. In most organizations the problems of getting the competent and relevant people, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organizations, are now viewed as the most critical problems. So with this reference the project titled has been conducted, based on the primary research in Swedish Committee for Afghanistan (SCA), and literature review and secondary data from various sources. Division has been prepared to get a better insight into the management practices adopted by SCA with reference to HR Policies prepared by the HR department in organization. With reference to this context, this project is been prepared to put a light on recruitment and selection process. This project includes meaning and definition of recruitment and selection, need and purpose of recruitment, evaluation of recruitment process, recruitment tips, sources of Recruitment through which an organization gets suitable application, , right manpower, job analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of selection, types of test, and types of interview.

Table of Contents
iv

Thesis Approval Form......................................................................................................i Declaration Form.............................................................................................................ii Acknowledgment.............................................................................................................iii Executive Summary........................................................................................................iv 1. CHAPTER 1 INTRODUCTION............................................................................1 1.1 Introduction................................................................................................................1 1.2 Research Question......................................................................................................3 1.3 Objective of the Project.............................................................................................3 1.4 Limitation of the Study..............................................................................................4 1.5 Significance of the Study............................................................................................5 1.6 Scheme of the study....................................................................................................5 2. CHPTER 2 LETRATURE RIVIEW......................................................................6 2.1 Managing and Definition of Human Resource Management.................................6 2.1.1 Characteristics of Human Resource Management................................................7 2.1.2 Objectives of Human Resource Management.......................................................8 2.1.3 Functions of Human Resource Management........................................................9 2.1.4 Human Resource Management Environment......................................................12 2.1.5 Functional Areas/ Scope of Human Resource Management...............................14 2.2 RECRUIMENT AND SELECTION......................................................................14 2.2.1 Human Resource Planning..................................................................................14 2.2.2 Meaning of Human Resource Planning ..............................................................15 2.2.3 Strategies for Manpower Planning......................................................................15 2.2.4 Reasons for Human Resource Planning..............................................................16 2.3 The HR Planning Process........................................................................................16 2.3.1 Situation analysis and Environmental scanning..................................................17 2.3.2 Forecasting future demand for employees ........................................................17 2.3.3 Analysis of the supply of current Employees......................................................17 2.3.4 Action decisions in Human Resource Planning..................................................17 Variances.........................................................................................................................19 End 19 If surplus.......................................................................................................................19 If Shortage....................................................................................................................19 Layoff, Redundancy, Termination...............................................................................19 End End 19 19

2.4 Job Analysis..............................................................................................................19 2.4.1 Job Description...................................................................................................20 2.4.2 Job Specification.................................................................................................20 v

2.4.3 Purpose and Uses of Job Analysis.......................................................................20 2.4.4 Steps in Job Analysis process..............................................................................22 2.5 Recruitment..............................................................................................................24 2.5.1 Objectives of recruitment....................................................................................28 2.5.2 Factors affecting Recruitment.............................................................................29 2.5.3 Sources of Recruitment.......................................................................................31 Form Manpower Addition Plan....................................................................................33 Identify Campuses to Recruit on..................................................................................33 Conduct pre-placement Tasks ......................................................................................34 Check application form of candidates..........................................................................34 Cross check for inconsistencies....................................................................................34 Make job offers............................................................................................................34 2.5.4 Modern sources or techniques of Recruitment....................................................35 2.6 SELECTION.............................................................................................................37 2.6.1 Selection Procedure.............................................................................................37 2.6.2 Application Form ...............................................................................................38 2.6.3 Written Examination: .........................................................................................38 2.6.4 Preliminary Interview .........................................................................................38 2.6.5 Group Discussions ..............................................................................................39 2.6.6 Tests.....................................................................................................................39 2.6.7 Interview (Mutual exploration)...........................................................................41 2.6.8 Types of Interview...............................................................................................41 2.6.9 Reference Checks ...............................................................................................44 2.6.10 Medical Examination .......................................................................................44 2.6.11 Job Offer: ..........................................................................................................44 3 CHAPTER 3 METHDOLOGY OF THE STUDY.............................................45 3.1 Target Population.....................................................................................................45 3.2 Sampling Technique ................................................................................................45 3.3 Sample Size...............................................................................................................45 3.4 Procedure..................................................................................................................45 3.5 Time Frame...............................................................................................................45 3.6 Research Tools..........................................................................................................45 3.6.1 Primary Data........................................................................................................45 3.6.2 Secondary Data....................................................................................................46 3.7 Data Presentation.....................................................................................................46 4. CHAPTER 4 ANALYSIS AND FINDINGS........................................................46 4.1 Recruiting and Selection Process at SCA...............................................................46

vi

47 4.1.2 Vacancies.............................................................................................................47 4.1.3 Vacancy Announcements....................................................................................47 4.1.4 Receiving of Applications...................................................................................48 4.2 Selection.....................................................................................................................48 4.2.1 Processing of Applications..................................................................................48 4.2.2 Employment Committee......................................................................................48 4.2.3 Sifting of CVS/ Rsums..................................................................................49 4.2.4 Written Exams.....................................................................................................52 4.2.5 Interview..............................................................................................................52 4.2.6 Practical Preparation for Interview......................................................................53 4.2.7 Candidates Expenses..........................................................................................53 4.2.8 Final Selection.....................................................................................................54 4.2.9 References...........................................................................................................54 4.2.10 Medical Check-up.............................................................................................55 4.2.11 Job Offer............................................................................................................55 4.2.12 Employment Contract........................................................................................55 4.3 Staff Induction & Mentorship.................................................................................56 4.3.1 The main objectives of Induction at SCA...........................................................57 4.4 Findings.....................................................................................................................61 5. CHAPTER 5 CONCLUSION AND RECOMMENDATIONS .........................62 5.1 Conclusion.................................................................................................................62 5.2 Recommendations....................................................................................................63 5.3 References.................................................................................................................65

vii

1. CHAPTER 1 INTRODUCTION 1.1 Introduction

With arrival into the final semester of (BBA), the researcher enthusiastically started waiting for the time to come to undergo a project. Being a student of Management specialization, the researcher was very much interested to write something about NGOs in Afghanistan which are involved in development sector. As per the researcher interest and guidance of respected supervisor, the researcher started his project on Non Government Organization usually called NGO. The NGOs sector is playing an increasingly larger role in providing social services to poor rural and urban communities of the country. These nonprofit development organizations from formal to non formal schools, to hospital to health care centers, to homes and emergency services, to community micro-creditors and neighborhood associations, and many more reflect a keen desire for brining about a social renewal change but they also face major challenges in doing so. During this project, the researcher found that Swedish Committee for Afghanistan (SCA) is a learning organization; where currently he is working as Human Resource Senior Officer. I saw how do the organization cope and tackle crucial situations at challenging moments. It was a great chance to explore human minds and human behaviors. SCAs staff is supportive and cooperative. I tried my level best to incorporate the entire and fundamental aspects of my learning in the recruitment and selection practices, of Human Resource section of SCA in the project report. Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function. 1

Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. Right person for the right job is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/ unit needs manpower for carrying different business activities smoothly and efficiently, and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit. The success of any organization or business depends as much on appropriate, effective, wellcommunicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and quality as it accomplishes increases productivity overall. Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the companys budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the organization in a good light while also presenting themselves as engaging and competitive for companys recruitment efforts. The main objective of HR Practices is to differentiate the organization from its competitors by effective and efficient HR Practices. By following this, the organization does its whole work process. The objective of HR Practices is to increase productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives.

1.2 Research Question

To study and understand what is the current recruiting and selection practices at SCA? What are the possible flaws and recommending ways to improve there practices

1.3 Objective of the Project

As we know the whole function of HR department depends upon the HR Practices of the organization. The HR management is done according to the HR Practices of the company. Which things to be done and which things should not be done depend upon this only. It also helps the organization to achieve the target of the organization. So the study of the Recruiting & Selection Practices means basically the brief study of all the steps involved in the process and which is carried out by the organizations. I believe the HR Practices especially the recruitment and selection process is a fundamental and essential activity of an organization, which helps the organization to achieve the goal of the organization. All NGOs are having their recruiting and selection process, but the company who is having the best, is the most successful organization among its competitors. So the company can get success within its competitors by applying best, and effective HR Practices. The main objective of the project is: o Understanding of the non-profit civil society organizations that are moving beyond, concentrating on relief related activities. o To provide a backdrop of requirements and concerns leading to the formation of Human Resource activities in SCA. o To understand the recruitment and selection practices in NGOs followed o To understand how the organization would achieve its goals by having and implementing good recruiting and selection practices. o To understand the work culture of NGOs. HR function is very important in every organization. It helps the organization to manage not only the people of the organization but to manage all the working processes in it also. The HR department is a strategic partner for the organizations management. The HR department is a key player in organizational changes. 3

HR has a prominent role in creating a bridge that links the employees with the organization and vice versa, working in a consultative manner and developing the Human Resource processes. Recruiting people and further developing their skills are two of the major functions of HR that are essential for achieving the organizations objectives. In this regard it is important to ensure that the right professional people are assigned to the right jobs, and that relevant training programs are provided to maximize the input of every employee. Fundamental to the HRM policy is a focus on equal opportunity and non discrimination. This should be reflected in recruitment, work environment, training and career development opportunity. At present, HR at NGOs has a direct service function role mainly engaged in staffing, training and development, motivation and maintenance of the staff members. Another focus in NGOs HR departments work is an ambition to create a participatory, transparent and a good work atmosphere in a multicultural environment. As a Sum we can define HR as follow: o HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential for achieving organizational objectives. o HRM is planning, organizing, directing and controlling, development, compensation, integration, maintenance and separation of human resources to the end so that individual, organizational and social objectives are accomplished.

1.4 Limitation of the Study

SCA is running four major programs, its working area covers almost the programs in the fields of Disability, Education, Health, and Rural Development, and so I just confined myself to the activities of HR section. The information regarding the programs is not in detail because of the vast activities of the programs implemented by SCA.

The time factor is also a major reason for the limitation, as I am the economic supporter of my family, with it was a short span of time to analyze the activities in depth. There are many other NGOs also working on the same approaches, so I just confined my self with SCA. It was not possible to state or collect data about the rest of the NGOs. However an analysis about the overall operations and activities of the Recruitment & Selection Practices is made The other major constraint was, the contradiction between the opinions of managers and other staff during the interview

1.5 Significance of the Study

The task performed and accomplished will benefit all the students in general and particularly Human Recourse students. Further the management SCA and the NGOs can also use the information, which will guide them in their course of duty and supervision.

1.6 Scheme of the study

The research report has been divided into five chapters regarding different topics o Chapter 1: covers the overview and background of the study in order to create an interest of the readers to further continue the study. Limitation of the study is also included in this chapter o Chapter 2: is specified for literature review o Chapter 3: comprises research methodology and design o Chapter 4: covers the analysis in which the recruiting and selection practices in SCA is discussed o Chapter 5: this chapter contains the discussion, conclusion, and recommendations of the researcher

2. CHPTER 2 LETRATURE RIVIEW 2.1 Managing and Definition of Human Resource Management
Human Resource Management means:

The management of human resources is viewed as a system in which participants seeks to

attain both individuals of group goals. If an analysis is made of this definition it will be seen that personnel management involves procedures and practices through which human resources are managed (i.e. organized and directed) towards the attainment of the individual, social and organizational goals. By controlling and effectively using manpower resources, management tries to produce goods and services for the society.

Definitions:
Human Resource Management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the Organization. An organizations employees enable an Organization to achieve its goals, and the management of these human resources is critical to an organizations success.

According to Process Systems View Human Resource Management means:

The systematic planning, development, and control of a network of inter related processes affecting and involving all members of an Organization. Key Terms used in this definition: Process: Process is an identifiable flow of interrelated events moving towards some goal, consequence and end. An example of the human resource management is the staffing process, a flow of events that results in the continuous filling of positions within the Organization. These events include such activities as recruiting applicants, making hiring decisions, and managing career transitions such as transfers and promotions. o Flow: Flow implies movement through time and in the direction of a result o Inter-related: implies interaction within the process and between events o Goal and Consequence (Purpose): suggest a human objective o Events: are activities, happenings or change 6

o End: implies some conclusion or consequence that may not necessarily be sought or planned by man. System: System is a particular set of procedures or devices designed to control a process in a predictable way e.g. Staffing System of the Organization. As a process HR practice includes: 1) Human Resource Planning 2) Job and Work Design 3) Staffing 4) Training and Development 5) Performance Appraisal and Review 6) Compensation and Reward 7) Employee protection and representation 8) Organization Improvement

Human Resource Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished."1 This definition is a comprehensive and covers both the management functions and the operative functions. The purpose of all these functions is to assist in the accomplishment of basic objectives. 2.1.1 Characteristics of Human Resource Management 1) Human Resource Management is concerned with managing people at work. It covers all levels of personnel, including blue collared employees and white collared employees; 2) It is concerned with employees, both as individuals as well as group 3) Human Resource Management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that they may derive great satisfaction from their jobs

By Edward Flippo

4) It is a major part of the general management function and has roots and branches extending throughout and beyond each Organization 5) Human Resource Management is of a continuous nature 6) Human Resource Management attempts at getting the willing co-operation of the people for the attainment of the desired goals.

HRM can be of full value to an Organization only when it is consistently throughout out and applied at all levels and to all management functions; in corporate policies, in the systems, procedures and in employment practices, etc. this integrative aspect of HRM is, therefore, of vital importance.

HRM HRM Employee Employee Relations Relations Industrial Industrial Relations Relations Personnel Personnel Administration Administration

2.1.2 Objectives of Human Resource Management Objectives are pre-determined ends or goals at which individual or group activity in an Organization is aimed. Objectives can be divided in to two parts: Primary Objectives: 1) HRMs main goal is the creation of a workforce with the ability and motivation to accomplish the basic organizational goals; 2) They relate to the satisfaction of the personal objectives of the members of an Organization through monetary and non monetary devices; 3) They relate to the satisfaction of community and social objectives, such as serving the customers honestly, promoting a higher standard of living in the community, bringing comfort and happiness to the society, protecting women and children and providing for aged personnel; 4) To utilize human resource effectively; 8

5) To establish and maintain a productive and self respecting relationship among all members of an Organization; 6) To establish and maintain an adequate organizational structure; 7) To bring about maximum individual development of the members of an Organization; 8) to maintain a high morale and better human relations inside an Organization by sustaining and improving the conditions which have been established so that employees may stick to their jobs for a longer period; Secondary Objectives The secondary objectives aim at achieving the primary objectives economically, efficiently and effectively. 2.1.3 Functions of Human Resource Management According to different authors HRM functions can be divided in to different categories. Some of the categories are as follows: 1. General and Specific functions; 2. Personnel administration and Industrial relations functions. 3. Managerial and Operative functions 1) General and Specific functions A) General Functions: o To conduct personnel research o To assist in the programs of personnel administration o To develop appraisal plans o To launch education and training programs o To develop a competent work force o To establish and administer varied personnel services delegated to personnel department B) Specific Functions: o Employment o Safety o Wage and salary 9

o Benefit Schemes o Community relations and o Advice and counseling the employees 2) Personnel Administration and Industrial Relations Functions A) Personnel Administration: These functions relate to the function of managing people from the lower to the upper level of the Organization and embraces policy determination as well as implementation of policies by the personnel at the lower levels; B) Industrial Relations Functions These functions relate to interactions between the management and the representatives of the unions. Such functions involve all activities of employer employee relationship, such as Organization of the union members, negotiations of contracts, collective bargaining, grievance handling, disciplinary actions, arbitration etc- the purpose of all these being to prevent conflict between two parties. 3) Managerial and Operative Functions A) Managerial Functions Management is Personnel administration. It is the development of the people and not the direction of the things. Managing people is the heart and essence of being a manager. Thus, a Human Resource Manager is a manager and as such he performs the basic functions of management.

Inputs Human and Economic Resources interacting with environment al changes

Planning Determination of short to long range plans to

Organizing Development of the organization. structure

Directing Stimulation and motivation of Organization personnel according to predetermined plans

Controlling Assurance that directed action is taking place according to predetermined 10 plans.

Feedback of significant deviations from planned performance B) Operative Functions

Outputs Goods and services needed by the organization customers

These functions are concerned with the activities specifically dealing with procuring, developing, compensating and maintaining an efficient work force. These functions are also known as service functions. o Procurement Function o Development function o Compensating function o Integrating function o Maintenance function

Functions of Personnel Office/ Personnel Management Functions of Personnel Office

11

Managerial Functions

Operative Functions

Planning Organizing

Directing

Controlling

Employment

HRD

Compensation

Human Relations

Placement

HRP Recruitment Selection Induction

Performance appraisal Wages Mgt development Career planning

Job evaluation Wages & salary Quality circles

Motivation Morale Organization change & development

2.1.4 Human Resource Management Environment HR manager cant perform his/ her job in a vacuum as a number of environmental factors affect the HRM. In fact, these factors influence the Organization through human resources. Environment (with special reference to Human Resource Management): means the totality of all factors, which influence both the Organization and HRM sub system. Environmental Scanning of HRM External environment Technological Marketing Government & Legal Organization Politics Political Finance Economic HRM Production Trade Unions Organization Structure Social & Religious Customers

The environment furnishes the macro context and the Organization is the micro unit. The external environment is comprised of those factors, which affect an organizations human resources from outside the Organization. Important among them are: Economic Social 12

Political Governmental Legal Technological Manpower in the country Tradition and culture Customers Other organizations Trade Unions in other organizations

Internal Environment The internal environment also affects the job of a personnel manager. The internal environmental factors include Organization objectives, policies, organizational structure, and the functional areas of the Organization with which the personnel manager works continuously like finance, marketing and production. Impact of internal environment factors is profound as they frequently and closely interact with HRM function in an Organization. External Environment The influence of external environment on HRM is also equally important, though the severity is comparatively less. People are essentially self-managing. In other words, while people manage other resources, they manage personnel. People themselves decide about the nature, time, and place of their employment. And people react to the changing conditions and to the techniques of management unlike money, material and machine. The changes includes in the external environment are: Technological obsolescence; Cultural and social changes; Changes in the policies of government Politics and the like

With the result, the work environment changes thereby affecting their productivity level. Considering the complexities and the challenges in the HRM now and in near future management has to develop sophisticated techniques and efficient specialists to among the personnel on sound lines 13

2.1.5 Functional Areas/ Scope of Human Resource Management 1) Organizational planning, development and task specification 2) Staffing and Employment 3) Training and Development 4) Compensation, Wage and Salary administration 5) Motivation and Incentives 6) Employee services and Benefits 7) Employee records 8) Labor and Industrial Relations 9) Personnel Research and Personnel Audit

2.2 RECRUIMENT AND SELECTION

2.2.1 Human Resource Planning Planning has been visualized as a thought proper to action, embracing a scheme of action involving the determination of the strengths and weaknesses in the choice of the best course of action from the standpoint of strategy and programs. 14

The term Plan is defined as a forecast of future attainment and forms a written statement of what will be the outcome of this action specifying a time period ranging from one year to five years. 2.2.2 Meaning of Human Resource Planning It is the process used by organizations for assessing the supply and demand for future human resources. In addition, an effective HR plan also provides the mechanisms that will be used to eliminate any gaps that may be exist between supply and demand. Thus HR planning is process that is used to determine the number of employees to be recruited in to the organization or the phased out of it. Human Resource Planning as a process involving the following activities: 1. Forecasting of future human resource requirements 2. Task of inventorying present resources and assessing the extent to which these resources are optimally utilized 3. Anticipation of human resources problem 4. Planning of necessary human resource program 2.2.3 Strategies for Manpower Planning Manpower planning involves the application of a set of 9 strategies 1) Collect, maintain and interpret relevant information regarding human resources 2) Report periodically manpower objectives, requirements and existing employment and allied features of manpower 3) Develop procedures and techniques to determine the requirements of different types of manpower over a period of time from the standpoint of organizational goals and modify these goals, if they make unrealistic demands for human resources 4) Develop measures of manpower utilization as a component of forecasts of manpower requirements along with if possible- independent validation 5) Employ- if suitable- techniques leading to effective allocation of work with a view to improving manpower utilization; 6) Conduct research to determine factors hampering the contribution of the individuals and groups to the organization with a view to modifying or removing these handicaps 7) Develop and employ methods of economic assessment of human resources reflecting its features as income generator and cost and accordingly improving the quality of decisions influencing manpower 15

8) Evaluate the procurement, promotion and retention of the effective human resources in the context of the forecast requirements of the enterprise; & 9) Analyze the dynamic process of recruitment, promotion and loss to the organization and control these processes and organization structure with a view to encouraging the maximum individual and group performance without involving excessive costs. 2.2.4 Reasons for Human Resource Planning All organizations perform human resource planning, either formally or informally. The major reasons for employment planning are: 1) More effective and efficient use of human resources Human resources planning should precede all other HRM activities. Careful analysis of all HRM activities shows that their effectiveness and efficiency, which result in increased productivity, depend on human resource planning. 2) More satisfied and better developed employees Employees who work for organizations that use good human resource planning systems have a better chance to participate in planning their own careers and to share in training and development experiences. Thus they are likely to feel their talents are important to the employer, and they have a better chance to utilize those talents; 3) More effective equal employment opportunity planning The govt. has increased its demands for equal employment opportunities. In sum, effective human resource planning ensures that HRM activities and program will be built on a foundation of good planning. Proper planning should cut down on the number of surprises that occurs involving human resource availability, placement and orientation.

2.3 The HR Planning Process

HR Planning involves four distinct phases or stages 1) Situation analysis or environmental scanning; 2) Forecasting human resource records 3) Human resource supply analysis 4) Action plan development 16

2.3.1 Situation analysis and Environmental scanning The first stage in HR Planning is where the HRM function and strategic planning initially interact. The strategic plan must adapt to environmental circumstances, and the HRM function is one of the primary mechanisms that an organization can use during the adaptation process. For e.g. rapid changes in the technological environment can force an organization to quickly identify and hire employees with new skills that previously werent needed by the organization. Without an effective HR plan to support the recruitment and selection function in the organization, it will be impossible to move fast enough to stay competitive. Thus, organizations are becoming more dependent on an ability to gather relevant information about their environment and to react to this information. 2.3.2 Forecasting future demand for employees The next phase of an effective HR Planning process is estimating not only how many but what kinds of employees will be needed in the future. Forecasting yields these advanced estimates or calculations of the organizations staffing requirement. Although there are many quantitative tools to help with forecasting, it is a process that involves a great deal of human judgment. In addition, many successful HR planners also rely heavily on their gut instincts about future conditions. For e.g. planners at Unilever attribute much of their global successes to such instincts. 2.3.3 Analysis of the supply of current Employees The third phase of HR Planning id designed to answer the question How many and what kind of employees do I currently have in terms of the skills and training necessary for the future? It should be obvious that this phase of HR Planning involves much more that simply counting the number of current employees in the organization. The major tool used to assess the current supply of employees is the Skill Inventory. It is a list of names, certain characteristics and skills of the people working for the organization. It provides a way to acquire these data and makes them available where needed in an efficient manner. 2.3.4 Action decisions in Human Resource Planning After the HR Planning system has analyzed both the supply of and demands for future workers, these two forecasts are compared to determine what, if any, action should be taken. 17

Whenever there is a discrepancy between these two estimates, the organization needs to choose a course of action for elimination the gap. No matter how good the HR Planning system is, an exact match between supply and demand forecasts is rare. Even when overall estimates are similar, there are frequently important gaps in certain subgroups. These data become inputs to facilitate decisions about training, promotion, demotion and similar decisions. Action decisions with a shortage of employees When employment specialists comparing demand to supply find the supply of workers is less than the demand, several possibilities are open to the organization. If the shortage is small and employees are willing to work overtime, it can be filled with present employees. If there is shortage of highly skilled employees, training and promotions of present employees, together with the recruitment of lower skilled workers, are possibilities. Action decisions in surplus conditions When comparison of employee demand and supply indicates a surplus, the alternative solutions include attrition, early retirements, demotions, layoffs, and terminations. Employee decisions in surplus conditions are some of the most difficult decisions managers must make, because the employees who are considered surplus are seldom responsible for the conditions leading to the surplus. A shortage of raw material such as fuel or a poorly designed or marketed product can cause an organization to have a surplus of employees.

Human Resource Planning Process Strategic Management Decisions

Technological Forecasts Economic Forecasts Market Forecasts Organizational Planning Investment Planning Annual Operating Plans

Human Resource Demand

Annual Employment Requirements Numbers Skills Occupational Categories

Human Resource Supply

Existing Employment Inventory After Application of Expected Loss and Attrition rates

18

Comparison
Variances If None If surplus If Shortage End

Layoff, Redundancy, Termination

Overtime, Part time workers, Hiring

End

End

In short, Human Resource Planning is a process by which the management of an organization ensures that it has the right number and kind of people at the right places and at the right times to successfully achieve its overall objectives. Human Resource planning differs from Manpower Planning in the sense that the former is primarily concerned with the human aspects of people, the latter mainly concentrates on the power of the people.

2.4 Job Analysis

Job Analysis is one of the most important functions of Human Resource Manager. Performance Appraisal, Job Designing, Personnel selection, employee training, career development and planning are among the many activities that depends upon the information gathered in the job analysis. Job Analysis is a written record of actual requirements of the job activities. Definitions: Job Analysis is the process of determining and reporting pertinent information relating to the nature of a specific job (Bayers and Rue) It is the determination of tasks, which comprise the job of the skills, knowledge, abilities, and responsibilities required of the holder for the successful job performance. Putting it in other words it is the process of getting information about the job incumbents skills, education and training to carry out the job effectively and terms on time for completion, performance standard. 19

It is procedure by which pertinent information is obtained about a job, i.e. it is detailed and systematic study of information relating to the operations and responsibilities of a specific job. A job analysis results in two important documents: Job Description; Job Specification.

2.4.1 Job Description Job description is written record of the duties, responsibilities and requirements of particular jobs. It is concerned with the job itself and not with the work. It is a statement describing the job in such terms as its title, location, duties, working conditions and hazards. In other words, it tells us What to be done, and how it is to be done and why. It is a standard of function, in that it defines the appropriate and authorized contents of a job. 2.4.2 Job Specification Job specification is a standard of personnel and designates the qualities required for an acceptable performance. It is a written record of the requirements sought in an individual worker for a given job. In other words, it refers to a summary of the personnel characteristics required for a job. It is a statement of the minimum acceptable human qualities necessary for the proper performance of a job.

2.4.3 Purpose and Uses of Job Analysis Job Analysis is not useful but an essential part of organizational strategies to serve the following purposes: o Organization and Manpower Planning o Recruitment and Selection o Wage and Salary Administration o Job Re-Engineering o Employee Training and Management Development o Performance Appraisal o Health and Safety o Employee Orientation 20

o Utilizing Personnel 1) Organization and Manpower Planning: It is helpful in organization planning, for it defines labor needs in concrete terms and coordinates the activities of the work force, and clearly divides duties and responsibilities; 2) Recruitment and Selection: By indicating the specific job requirements of each job (i.e. the skills and knowledge), it provides a realistic basis for the hiring, training, placement, transfer and promotion of personnel. Basically, the goal is to match the job requirements with a workers aptitude, abilities and interests. It also helps in charting the channels of promotion and in showing lateral lines of transfer; 3) Wage and Salary Administration: By indicating the qualification required for doing a specified job and the risks and hazards involved in its performance, it helps in salary and wage administration. Job analysis is used as a foundation for job evaluation; 4) Job Re-Engineering: Job Analysis provides information, which enables us to change jobs in order to permit their being managed by personnel with specific characteristics and qualification. 5) Employee Training and Management Development: Job Analysis provides the necessary information to the management of training and development programmes. It helps to determine the content and subject matter of in training courses. It also helps in checking application information, interviewing, weighing test results, and in checking references. 6) Performance Appraisal: It helps in establishing clear cut standards which may be compared with the actual contribution of each individual; 7) Health and Safety: It provides an opportunity for identifying hazardous conditions and unhealthy environmental factors so that corrective measures may b taken to minimize and avoid the possibility of accidents. 8) Employee Orientation: Effective job orientation cannot be accomplished without a clear understanding of the job requirements. The duties and responsibilities of a job must be clearly defined before a new employee can be taught how to perform the job. 9) Utilizing Personnel: Job Analysis information can help both employees and managers, pinpoint the root of a problem if employee functions are not adequate. 21

In sum, it may be noted that job analysis is a systematic procedure for securing and reporting the information, which defines a specific job.

2.4.4 Steps in Job Analysis process The major steps to be followed in carrying out job analysis in an organization can be described as follows: Contents of Job Analysis Review & Update of information

Develop a job specification

Develop a job description

Collection of job analysis data 22

Identify the job to be analyzed

Selection of uses of job analysis information

Studying job vis a vis the organization Step 1: Studying job vis a vis the organization: Review the available background information through organization workflow or process charts. Studies the job inter relationships. Often, a restructuring, down sizing, merger, or rapid growth will initiate this review. Step 2: Selection of uses of job analysis information: Be selective regarding the future uses of job analysis. The employee or the manager may request a job analysis to determine the appropriate compensation, but they also be interested in formally documenting changes in recruitment, placement and training for a particular job.

Step 3: Identify the job to be analyzed: It is always advisable to choose flow representative and key positions for job analysis, thus avoiding unnecessary time and financial expenditure. Step 4: collection of Job Analysis data: Manager should consider using a number of different methods of data collection because it is unlikely that any one method will provide all the necessary information needed. Three of the most popular form of data collection is: o Observation of tasks and behavior with the job incumbent i.e. both physical and mental activities o Interviews o Questionnaires and checklists Step 5: Develop a Job Description: Highlight the major tasks, pertaining to effective job performance through the written description; 23

Step 6: Develop a Job Specification: Transcript the information obtained after step 4 highlights what personal qualities, trait, skills, and background is necessary for optimal job performance.

Data Collection methods

Job Performance Observation Interview Critical incident technique Questionnaires Diary method Training material Dictionary of occupation

Degree of interaction with personal

Step 7: Review and update of information: If no major changes have occurred in the organization, then a complete review of all jobs should be performed every three years. A job Analysis provides the following information: 1. Job Identification 2. Significant characteristics of a job 3. What the typical worker does 4. Which materials and equipment of a worker uses 5. How a job is performed 6. Required personnel attributes 7. Job relationship It is obvious from the foregoing that a job analysis is usually a clear indication of a job description and job specification.

2.5 Recruitment
Successful human resource planning should identify our human resource needs. Once we know these needs, we still want to do something about meeting them. The next step in the acquisition function, therefore, is recruitment. This activity makes it possible for us to acquire the number and types of people necessary to ensure the continued operation of the organization. 24

Recruiting is the discovering of potential candidates for actual or anticipated organizational vacancies or from other perspective, it is a linking activity- bringing together those with jobs to fill and those seeking jobs. Recruitment a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force (Yoder & others)

OR
It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio (i.e. number) of applicants for a job. (Flippo)

If we technically discuss, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (recruited). One of the most important decisions for many recruiters or people in positions who have to recruit is to find the best candidates for the jobs they have. It is a very costly exercise to recruit and destructive if the wrong candidates are found. Since one is dealing with humans, and all humans being different, this makes this challenge even more hard but very rewarding. Careful planning and implementation of a well-structured recruitment campaign is the main way todays managers and human resource teams can hope to find the best. Analyzing the position Before you can even attempt to recruit you need to review the job in question. The objective being to get enough information on the skills and knowledge that is required to perform the job. Here are a few suggestions for you to ponder and act on: Take a close look at the official job description, paying attention to established performance standards

25

 Consider the environment in which the job is performed. Are there any special skills required? E.g. A sales position will require somebody with strong interpersonal and questioning skills. Determine the product produced by the job and what is requires ensuring consistent quality of that product Examine future business plans for the organization. One of my colleagues joined a company and within 6 months was asked to relocate. He was also told his job role would slightly change to more office base work rather than field work. However, at the time of interview he was not told this, hence he left. Always get the supervisors input into the position Talk with others who interact with the person who runs the position If possible, talk to those who ran the job in the past. What skills they feel are required to perform the job. The above technique is known as introspective investigation. By doing this we gather the required information for hiring. There are no shortcuts, but if you we serious about matching the right person for the right job, we must invest time at the initial stages of the process leading to fruitful results. Once we have finished our investigations, we need to now list our skills and competencies we have found. Split these up into groups to make it easier for yourselves.

(a) Technical Competencies (b) Functional Skills (c) Self Management Skills (d) Interpersonal Skills (e) Requirements of Corporate Culture (a) Technical Competencies Includes things like certificates, degrees, licenses, experience and so on, for example an accountant may need a business degree and human resources manager may need personnel management degree. 26

(b) Functional Skills Skills that are required to help function effectively on the job; below are some common examples of functional skills: Communication Leadership Risk taking Resilience Negotiation Stress Mgt Management Analysis Delegation Attention to detail Flexibility Planning Team work Supervision Independence Initiative

listening ability Judgment

Adaptability Innovation Training Sales ability

Presentations Motivating

The functions required in organizations vary depending on the job. For example a sales executive position may require someone with above average communication skills as well as being very well organized. Remember, these skills can be learnt. In fact, when recruiting, one has to bear in mind, can the candidate whose skills may not fit the bill, attain these skills over a specific period of time through training and courses. (c) Self Management Skills Self-management refers to personal characteristics that enhance ones ability to do the job. We might want to look at some of the following: Creativity Accountability Helpfulness Unlike functional skills, self-management skills are acquired over a period of time and often have been rooted at a young age. Self-management skills are an important part of the overall hiring. (d) Interpersonal Skills These are people skills. How people get along with others, including how they communicate, a very important concern for all of us recruiters out there. Good interpersonal skills include: Ability to respect others To be empathetic and caring To listen attentively and respond accordingly 27 Appearance Reliability Ethics Competence Loyalty

Popularity Honesty

To maintain objectively and refrain from emotionalism And to communicate accurately and appropriately

People with the above skills enjoy interacting with people. They recognize conflict to be natural and normal. They will be ready to deal with conflict head on and find it a challenge. Interpersonal skills are extremely helpful in any position. For some jobs, it is critical. For someone like the bean counter, who sits in the corner of the office counting money all day long with minimal human interaction it will not be. However, going back to the sales executive, who is at the forefront of creating a positive company image as well as trying to sell companys products day in day it is vital. (e) Corporate Culture Consider other organizational cultural factors. Every organization has a unique culture. A manager was recruited to manage the customer service team. He was inclined towards wearing suits. To cut a long story short, he did not see eye to eye with his staff and them with him, therefore left. A costly experience in every sense of the word Another cultural expectation may be that the candidate is expected to join in the voluntary work schemes. Candidates who do not seem to conform to the culture, will not last long and before you know will be an outcast. Like it or not, thats the way it is! Therefore, the organizational culture is sacred and it must be taken into account when hiring a new recruit. 2.5.1 Objectives of recruitment o To attract people with multi dimensional skills and experience that suit the present and future organizational strategies; o To induct outsiders with a new perspective to lead the company o To infuse fresh blood at all levels of the Organization o To develop an organizational culture that attracts competent people to the company o To search or head hunt/ head pouch people whose skills fit the companys values; o To devise methodologies for assessing psychological traits o To seek out non-conventional development grounds of talent o To search for talent globally and not just with in the company o To design entry pay that competes on quality but not on quantum o To anticipate and find people for positions that does not exist yet 28

Recruiting and other Human Resource Management Activities

HR Planning

Recruiting

Job Applications

Selection

Which Provides New Employees for

Orientation Training &Development; Etc.

2.5.2 Factors affecting Recruitment The numbers of factors that affect recruitment are broadly classified in to two categories: 1) Internal Factors 2) External Factors External Factors: The external factors include supply of and demand for human resources, employment opportunities and /or unemployment rate, labor market conditions, political and legal requirement and govt. Policies, social factors, information systems etc. External factors: o Socio Economic factors o Supply and Demand factors o Employment Rate o Labor Market Conditions 29

o Political, Legal and Governmental factors o Information Systems Internal Factors: The internal factors include the companys pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning, growth opportunities, size of the company, companys product and services, companys growth rate, role of trade unions and cost of recruitment. Internal factors: o o o o o o o o o o o Companys Pay Package Quality of Work-life Organizational Culture Career Planning and Growth Organizations Size Companys Products and Services Geographical Spread of the Companys Operations Companys Growth Rate Role of Trade Unions Cost of Recruitment Organizations Name and Fame.

External Environmental Influences The Union Government Requirements, regulations and laws Economic Conditions Composition of the labor force Location of the Organization.

Internal Environmental Influences Strategy Goals Organizational Culture Nature of the Task Work Group Leaders Style and Experience

HRM activities: Equal employment opportunities Job analysis Recruitment Planning Selection Training and development Career planning and development Benefits and services Discipline Labor relations Safety People Abilities Attitudes Preferences Motivation Organization End Results Competitive Products Competitive Services

Effectiveness Criteria Performance Satisfaction Absenteeism Turnover Scrap rates Grievance rates Accident rates 30

2.5.3 Sources of Recruitment

Recruitment is more likely to achieve its objectives if recruiting sources reflect the type of position to be filled. Sources are those where prospective employees are available like employment exchanges while techniques are those, which stimulate the prospective employees to apply for jobs like nomination by employees, advertising, promotion etc. Certain recruiting sources are more effective than others for filling certain types of jobs are.

The sources of recruitment are broadly classified in to two sources o Internal sources o External sources Internal Sources: The sources within organizational pursuits it includes: a) Present permanent employees b) Present temporary/ casual employees c) Retrenched or retired employees d) Dependents or deceased, disabled, retired and present employees e) Promotions f) Transfers Present Permanent Employees: Organizations consider the candidates from this source for higher-level jobs due to: (1) availability of most suitable candidates for jobs relatively or equally to the external source, (2) to meet the trade unions demands; (3) to the policy of the Organization to motivate the present employees. Present temporary or casual employees: Organizations find this source to fill the vacancies relatively at lower levels owing to the availability of suitable candidates or trade and pressures or in order to motivate them on the present job. Retrenched or Retired employees: 31

Generally a particular Organization retrenches the employees due to lay-off. The Organization takes of the candidates for employment from the retrenched employees due to obligation, trade union pressure and the like. Sometimes the organizations prefer to re employ their retired employees as a token of their loyalty to the Organization or to postpone some inter personal conflicts for promotion etc. Dependents of Deceased, Disabled, Retired and Present Employees: Some organizations with a view to developing the commitment and loyalty of build up image provide employment to the dependent(s) of deceased, disabled and present employees. Such organizations find this source as an effective source of recruitment. Promotions: Most of the internal candidates would be stimulated to take up higher responsibilities and express their willingness to be engaged in the higher level jobs if management gives them the assurance that they will be promoted to the next higher level. Transfers: Employees will be stimulated to work in the new sections or places if management wishes to transfer them to the places of their choice. Why do organizations prefer Internal Source? o Internal recruitment can be used as a technique of motivation o Morale of the employees can be improved o Suitability of the internal candidates can be judged better than the external candidates as known devils are better than unknown angles o Loyalty, commitment, a sense of belongings and security of the present employees can be enhanced o Employees psychological needs can be met by providing an opportunity for advancement o Employees economic needs for promotion, higher income can be satisfied o Cost of selection can be minimized; o Cost of training, induction, orientation, period of adaptability to the Organization can be reduced o Social responsibility towards employees may be discharged o Stability of employment can be ensured Why organizations dont prefer internal sources? 32

o It often leads to inbreeding and discouraging new blood from entering in an Organization o There are possibilities that internal source may dry up, and it may be difficult to find the requisite personnel from within an Organization o Since the learner does not know more than the lecturer does, no innovations worth the name can be made. Therefore, on jobs which require original thinking (such as advertising, style designing and basic research), this practice is not followed o As promotion is based on seniority, the danger is that really capable hands may not be chosen. The likes and dislikes of the management may also play an important role in the selection of personnel External Sources External Sources are those sources, which are outside the organizational pursuits. These sources include: o Campus Recruitment o Private Employment Agencies/ Consultants o Public Employment Exchanges o Professional Associations o Data Banks o Casual Applications o Similar Organizations o Trade Unions o Advertisements o Employee Referrals Campus Recruitment: Different types of organizations like industries, business firms, and service organizations, social or religious organizations can get inexperienced candidates of different types from various educational institutions like colleges and universities imparting education in science, commerce, arts, engineering and technology, agriculture. Medicines from the training institutes Most of the universities and institutes imparting technical education in various disciplines provide facilities for campus recruitment and selection. Process of Campus Recruitment
Form Manpower Addition Plan

Identify Campuses to Recruit on 33

Conduct pre-placement Tasks

Secure place in the queue on each campus

Check application form of candidates

Conduct written test for knowledge Cross check for inconsistencies Stay in touch with those who accept

Interview intensively for competence Identify suitable candidates Make job offers

Advice through final years Employment Agencies: specialization

Provide support to ease stress

Continue informal interaction

These agencies or consultants perform the recruitment function on the behalf of a client company by charging fee. Line mangers are relieved from recruitment functions so they can concentrate on their operational activities and recruitment functions are entrusted to a private agency or consultants. These agencies are also called Executive Search Companies. Public Employment Agencies: The govt. set up Public Employment exchanges in the country to provide information about vacancies to the candidates and to help the organizations in finding out suitable candidates. Public sector and private sector industries have to depend on public employment exchanges for the specified vacancies. Professional Organizations: Professional organizations maintain complete 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. Data Banks: The management can collect the bio data of the candidate from different sources like employment exchanges, educational Training Institutes; candidates etc. and feed them in the 34

computer. It will become another source and the company can get the particulars as and when they need. Casual Applicant: 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 the jobs through mail or hand over the applications in Personnel Department. This would be a suitable source for temporary and lower level jobs. Trade Unions: Generally, unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leader with a view to getting suitable employment due to latters intimacy with management. Similar Organizations: Generally, experienced candidates are available in organizations producing similar products or are engaged in similar business. The management can get most suitable candidates from this source. This would be the most effective source for executive positions and for newly established organizations or diversifies or expanded organizations. Advertising: Advertising is widely accepted technique of recruitment, though it mostly provides one-way communication. It provides the candidates in different sources, the information about the job and company and stimulates them to apply for jobs. It includes advertising through different media like newspapers, magazines of all kinds, radios, television etc. Employee referrals: Friends and relatives of present employees are also a good source from which employees may be drawn. When the labor market is very tight, large employers frequently offer their employees bonuses or prizes for any referrals that are hired and stay with the company for a specific length of time. 2.5.4 Modern sources or techniques of Recruitment o Walk In o Consult In o Head Hunting o Body shopping o Tele Recruitment 35

o Business Alliances Walk In The busy organizations and the rapid changing companies do not find time to perform various functions of recruitment. Therefore, they advise the potential candidates to attend for an interview directly and without a prior application on a specified place. The suitable candidates among the interviewees will be selected for appointment after screening the candidates through tests and interviews. Consult In The busy organizations encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates from among such candidates through the selection process.

Head Hunting The companies request the professional organizations to search for the best candidates particularly for the senior executive positions. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions. Headhunters are also called search consultants. Body shopping Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise, the organizations themselves approach the prospective employees to place their human resources. These institutions are called body shoppers and these activities are known as body shopping. Business Alliances Business alliances like acquisitions, mergers, and takeovers help in getting human resources. In addition, the companies do also have alliances in sharing their human resources on ad-hoc basis. Tele Recruitment The technological revolution in the Tele communication helped the organizations to use Internet as a source of recruitment. Organizations advertise the vacancies through the World 36

Wide Web (www) Internet. The job seekers send their applications through e-mail or Internet.

2.6 SELECTION
Selection procedure is concerned with securing relevant information about an applicant. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. OR The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and requirements or not. The selection procedure cannot be effective until and unless: 1) Recruitments of the job to be filled, have been clearly specified (Job analysis, etc. 2) Employee specifications (physical, mental, social, behavioral, etc.) have been clearly specified; 3) Candidates for screening have been attracted. 2.6.1 Selection Procedure There is no standard selection process that can be followed by all organizations in all the areas. Organizations may follow different selection techniques or methods depending upon the size of the company, nature of the business, kind and numbers of persons to be employed, government regulations to be followed etc.

Selection Process
Application Form

Written Examination

Preliminary Interview

Group Discussion

Tests 37 Final Interview

Temporary Job Offer

Reference Checks

Medical Examination

Job Offer 2.6.2 Application Form Also known as application blank, this technique is widely accepted for securing information from the prospective candidates. It can also be used as a device to screen the candidates at the preliminary stage. Information is generally required on the following items in the application forms: a) Personal background information b) Educational attainments c) Work experiences d) Salary e) Personal details f) References 2.6.3 Written Examination: The organizations have to conduct examination for the qualified candidates after they are screened on the basis of the application blanks so as to measures the candidates ability in arithmetical calculations, to know the candidates attitude towards the job, to measure the candidates aptitude, reasoning, knowledge in various disciplines, general knowledge and English language. 2.6.4 Preliminary Interview The Preliminary interview is to solicit necessary in formation from the prospective applicants and to assess the applicants suitability to the job. This step is useful as a process of eliminating the undesirable and unsuitable candidates.

38

2.6.5 Group Discussions The technique of group discussion is used in order to secure further information regarding the suitability of the candidates for the job. Group discussion is a method where groups of the successful applicants are brought around a conference table and are asked to discuss either a case study or a subject matter. 2.6.6 Tests The next stage in the selection process is conducting different tests. The objective of tests is to solicit further information to assess the employee suitability to the job. The important tests are: Aptitude Test: a) Intelligence test b) Mechanical Test c) Psychomotor Test d) Clerical Test Achievement Test: a) Job Knowledge Test b) Work Sample Test Situational Test: a) Group Discussion b) In Basket Interest Test: Personality Test: a) Objective Test b) Projective Test

1) Aptitude Tests These tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training. Aptitudes can be divided in to general and mental ability or intelligence or specific aptitudes such as mechanical, clerical, manipulative capacity etc. These are: a) Intelligence Tests: These tests in general measure intelligence quotient of a candidate. In detail these tests measures capacity for comprehension, reasoning, word fluency, verbal comprehension, numbers, memory and space. b) Mechanical Tests: These tests measure the capacities of spatial visualization, perceptual speed and knowledge of mechanical matter. 39

c) Psycho meter Tests: These tests measure abilities like manual dexterity, motor ability and eye hand coordination of candidates. d) Clerical Aptitude: Measure specific capacities involved in office work, items of this test include spelling, computation, comprehension, copying, word measuring etc. 2) Achievement Tests: These tests are conducted when applicants claim to know something as these tests are concerned with what one has accomplished. These tests are more useful to measure the value of specific achievement when an Organization wishes to employ experienced candidates. These are: a) Job Knowledge Test: Under this test a candidate is tested in the knowledge of a particular job. b) Work Sample Test: Under this test a portion of the actual work is given to the candidate as a test and the candidate asked to do it. 3) Situational Test: This test evaluates a candidate in a similar real life situation. In this test the candidate is asked either to cope with the situation or solve critical situation of the job. a) Group Discussion: This test is administered through group discussion approach to solve a problem under which candidates are observed in the areas initiating, leading, proposing valuable ideas, conciliating skills, oral communicating skills, co-ordination and concluding skills. b) In Basket Test: The candidate in this test is supplied with actual letters, telephone and telegraphic message, reports and requirements by various officers of the Organization, adequate information about the job and Organization. The candidate is asked to take decisions on various items based on the in basket information regarding requirements in the memoranda. 4) Interest Tests: These tests are inventories of the likes and dislikes of candidates in relation to work, job, occupations, hobbies and recreational activities. 5) Personality Tests: These tests prove deeply to discover clues to an individuals value system, his emotional reactions, and maturity and characteristic mood.

40

a) Objective Test: most personality tests are objective tests as they are suitable for group testing and can be scored objectively. b) Projective tests: Candidates are asked to project their own interpretation of certain standard situations basing on ambiguous pictures, figures etc., under these tests 2.6.7 Interview (Mutual exploration) Final Interview is usually followed by testing. This is the most essential step in the process of selection. In this step the interviewer matches the information abstained about the candidate through various means to the job requirements and to the information obtained through his own observation during interview. The primary purpose of a job interview is mutual exploration. The employer wants to discover more about the applicants qualifications for the job; the applicant wants to find out more about the employer as well as the opportunity that the employer has to offer. The employer can use different formats. Each in its own way fosters mutual exploration. Each format is designed to extract specific information about candidates qualifications for the job while affording the candidate an opportunity to ask pertinent questions to the employer. However the formats differ significantly in the way they accomplish these goals. Selecting the right format for an interview is crucial in hiring the right person for the job. 2.6.8 Types of Interview Telephone screening interview Traditional interview Stress interview Team interview Situational interviews Structured behavioral interviews

(1) Telephone screening interview

41

Hi, I am Ahmed with Swedish Committee for Afghanistan; I would like to ask you some questions about your CV that you sent us last week for the position of an administration clerk. We use this method to narrow down our choice of candidates. This technique is often used primarily in the pre selection phase of the selection process. Its purpose is to narrow the number of applicants who will receive formal interviews who dont have the requisite education, experience and skills to do the job successfully. (2) Traditional Interview Tell us a little about yourself. This is the most common form of interview in small to medium sized firms, and its not all that uncommon in large organizations and government offices. Here are some typical characteristics with this interview technique: Questions are vague, unfocused and theoretical Candidates are allowed to theories and generalize about their background and experience Very few may take some notes during the interview, but will be important Interviewers can easily drift into rapport building sessions

In the traditional format, questions are predictable, thus allowing the candidate to pre plan his/her answers in advance. Below are some common questions, which I am sure you may of have come across one time or another: What are your strengths and weaknesses? What do you hope to do in five years time? What are your long term goals and objectives? Why are you interested in working with us? What is your greatest accomplishment to date and biggest disappointment?

All too often with this technique, interviewers surrender control of the interview, which of course is crazy. Interviewers for some reason seem determined to ask questions that can be anticipated by candidates, many of whom have rehearsed the perfect answer. Another issue is, you do not know if the candidate is telling the whole truth but nothing but the truth! By using this technique, you could easily end up recruiting the candidate who creamed the interview as opposed to taking the one with the best skills for the job. 42

A common problem is Gut feelings. They are often used when deducing whom shall be recruited, as opposed to objective judgments based on a candidates strengths and competencies. (3) Stress Interview Do you see this pen in my hand? Pens are critical for people for a number of reasons. Tell me 10 uses of a pen. You got 60 seconds, starting now The role of an interviewer totally changes in the stress interview. The interviewer now becomes an interrogator deliberately asking questions that will make the candidate feel uneasy and insecure. The main purpose of this style is to see whether the candidate can handle difficult, under pressure situations whereby he/she is expected to perform their best in the worst scenarios. This technique should only be used in the final stage interviews after preliminaries have been done. The questions used can often sound crude and offensive. They are meant to be like this! Questions are phrased to see whether a candidate will react to the sarcasm and general nastiness of the interviewer, or maintain a sense of restraint and deal with questions in a nonaggressive manner. Stress interviews are justified when job related questions like the following need to be answered (4) Situational Interview Suppose on your first day at work you get a phone call from an angry customer demanding his money back. What would you do? This interview is similar to the traditional interview, with some important differences. The situational interview is usually structured and makes use of a common assessment guide. Questions are hypothetical and designed to elicit responses that provide a glimpse into a candidates thinking processes, personal values, creativity, and practical experience. Hypothetical questions can also be given to candidates to analyze and solve as the interviewer looks on. This presents the opportunity to evaluate candidates as they attempt to solve problems that may actually occur on the job. Is the candidate baffled by the problem? Has the candidate dived headfirst into the problem only to offer a quick, simplistic solution?

43

Has the candidate shown exceptional problem solving skills? Does the candidate display a unique combination of imagination, courage and creativity? (5) Structured Behavioral Interview Tell me about a time when you disagreed with your boss, what did you do and what was the outcome? Structured behavioral interviewing is based on this simple premise: The most accurate predictor of future performance is past performance in a similar situation. This form of interviewing focuses on real life job related experiences, behaviors, knowledge, skills and abilities Candidates are asked to talk about actual situations in which they have had to use certain skills and abilities. In answering behavioral questions, candidates draw from past experiences at work, in school, as a volunteer, or even from hobbies and interests. 2.6.9 Reference Checks After completion of the final interview and medical examination, the personnel department will engage in checking references. Candidates are required to give the names of reference in their application forms. In case the reference check is from the previous employer, information for the following areas may be obtained. They are: job title, job description, period of employment, pay and allowances, gross emoluments, benefits provided, rate of absence, willingness of the previous employer to employ the candidate again etc. 2.6.10 Medical Examination Certain jobs require certain physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. Medical examination reveals whether or not a candidate possesses these qualities. 2.6.11 Job Offer: Thus, after taking the final decision the Organization has to intimate the decision to the successful as well as unsuccessful candidates. The Organization sends the appointment orders to the successful candidates either immediately or after sometime depending upon the time schedule.

44

3 CHAPTER 3 METHDOLOGY OF THE STUDY 3.1 Target Population

The target population in this research refers to SCA

3.2 Sampling Technique

Convenience sampling method is used for collecting information. The interviews have taken from members of the population who were conveniently available.

3.3 Sample Size

A sample size of 30 people was pre determined

3.4 Procedure
Being the employee of the target organization personal observation of the activities performed in the HR section and therefore most of data is collected based on personal observation. Meanwhile survey was conducted. For survey, personal interviews of various managerial level employees were undertaken. Personal interviews were selected as the mode of survey to make the study more meaningful & so that maximum information could be collected. For conducting the personal interviews of the workers, a questionnaire (Anne-0) was made. The questionnaire was structured with close ended questions. A special concentration was given to the head of units and most of the interviews were conducted with them. The minimum time of each interview was 25 minutes while the maximum time was 45 minutes

3.5 Time Frame

The given time for writing this report was four months

3.6 Research Tools

3.6.1 Primary Data Is collected through: o Personal Observation being the current employee of target Organization o Questionnaire

45

o Interviews were also conducted from the employee and these interview were semi structured or even sometimes unstructured 3.6.2 Secondary Data The secondary data is collected from reliable sources which includes the following Various HR books and journals, HR related notes studied at university and internet

3.7 Data Presentation

The statistical data of the report is presented through MS Excel

4. CHAPTER 4 ANALYSIS AND FINDINGS 4.1 Recruiting and Selection Process at SCA
SCAs recruitment policy dictates that equal opportunities will be provided to applicants without bias or prejudice. SCA is an Equal Opportunity Employer. Qualified applicants are considered for employment based on their skills, abilities and experience without regard to age (18 - 65 years), race, colour, religion, marital status, sex, physical disability, or veteran status. Recruitment of females and People with Disabilities (PwDs) will at all levels be encouraged. HRMs mandate is to lead the recruitment process and ensure that recruitment procedures are strictly followed and if not, HRM has the duty and responsibility to halt the process. Any deviation from the outlined recruitment procedures must have a written approval by Country Director (CD) for all Grades. The chart of Recruitment and Selection Process at SCA Requisition for vacancy

46

HR

o Emp Service Agencies o Data Bank o Websites o News papers Conditional Job Offer Negotiation & Selection

Short-listing

Reference Check & medical examination

Scheduling the test & interview

Permanent Offer/ Rejection

Induction

END

4.1.2 Vacancies If an existing and budgeted position becomes vacant, the Job Requisition & Profile Form (Annex - 1) needs to be signed by the head of unit and approved by the concerned director. However, for any new position created this first need the approval of CD. All vacant should be advertised internally and externally. Temporary staff will be recruited through nominations according to Guarantor Letter in Annex 2. An Employment Committee should carry out the final selection. 4.1.3 Vacancy Announcements A vacancy announcement will be considered for processing only after the HRM unit has received a written Job Requisition & Profile Form from the concerned unit. All vacant positions will be advertised simultaneously internally and externally, in order to provide equal opportunities for all qualified candidates to compete. (Job Announcement template in Annex 3, and Job Application form in Annex - 4) Internal SCA candidates have to follow the same application procedure as external applicants. For internal SCA candidates, HRM will be required to attach a copy of latest staff appraisal. SCA will only in exceptional cases, and with the CD approval, reverts to head-hunting to fill a vacancy. However, the process should be carried out with full involvement of HRM unit. 47

4.1.4 Receiving of Applications Applications for job with SCA are accepted at all SCA Offices, as well as, posted and sealed envelopes to the SCA Kabul Post Box 5017, and by e-mail to the following address; vacancies@sca.org.af Applications received after the deadline for submission will not be accepted, and thus will be treated as if they have not been received.

4.2 Selection
4.2.1 Processing of Applications HRM responsible or HRM unit should stamp each application and note the receiving date on the application. Once all applications are received by the closure date, then HRM unit together with concerned unit will set a date for the employment committee to screen the applications and select those to be invited for the exam. The process will take place by selecting those candidates with the highest prospective according to the specified standard for the position. 4.2.2 Employment Committee For any processing of job applications an Employment Committee (EC) should be selected. The committee, as stated in the Job Requisition & Profile Form, has the responsibility to screen and short-list candidates, prepare necessary tests, interview and select a candidate. In order to eliminate nepotism no one in the committee can be a relative of a candidate. If it is noticed that someone has a relative during the screening process s/he has to inform the other members and give up his/her seat to another person. SCA also forbids anyone in the organization to prepare tests for anyone who is their relative. The EC should consist of the following people: Two persons from the related unit, of whom one must be or represent the head of unit (direct line manager). The concerned director or his/her representative One person from the concerned HR

The EC for grade A will consist of the following people: 48

 CD or his/her representative Concerned Director Concerned Head of Technical/Support unit, KMO HR Manager The EC also has the right to decide the location for test and interview taking into consideration the location of the short-listed candidates. 4.2.3 Sifting of CVS/ Rsums For initial screening purposes, the EC will take CVs at face value and evaluate them accordingly. SCA carry out some sort of basic system to choose which CV is going to pass the first test of selection. For this purpose SCA Grid System is used. Technical Competencies Candidat e Ahmad Sonia Peter Nadia Functional Skills Candidate Ahmad Sonia Peter Nadia Supervisor 5 4 4 4 Management Organizational Initiative 5 4 4 3 3 4 3 3 4 3 2 2 Total 17 15 13 12 BA Degree x x x Requirement IT Skills Experience x x x x 5 4 3 3 Training Hiring Total Experience Experience 4 5 1 2 5 2 5 5 14xx 11xx 9xx 9x

Overall Scores Candidate Ahmad Grand Total 31xx 49

Sonia Peter Nadia

26xx 22xx 21x

Under each criterion the EC give a rating of (0-5), 5 being the highest score. Base on the SCA grid system each member of the committee will have his/ her own evaluation of the CVs. After evaluation is complete, the EC should prepare a master grid, showing the average score achieved for each selection criterion as well as an overall average. The EC should consider three parts of the CV in the printers-view stage: Education and training Experience Personal information Education and Training In this section the EC should focus on candidates formal education. We may also find details of workshops, seminars attended with dates. The EC should look for education that meets the requirements, and should make a note of any concerns so that can be asked at the interview. Experience This is the duty of EC to concentrates on applicants work experience and achievements. Normally this portion takes up most of the evaluators time, but the EC should asure to do the following: Look for job descriptions that have particular relevance to the position. Look at applicants prior experience. Is it above or below for the position? Is the applicants experience written in a clear, concise manner? Based on the applicants experience, does he/she have the mandatory success factors?

Personal information This section is extremely helpful when judging the applicants values and ambitions. Information such as personal interest, hobbies and so on. The EC should ensure that how it relates to responsibilities in the job. GO and STOP signs 50

Whilst sifting through the CVs the EC will come across all sorts of information, the EC should follow the rules of Go and Stop signs. Go signs Refer to clear positive achievement, especially in mandatory success factors. Below is a list of some important go signs: Career Stability The CV has evidence of solid commitment to a chosen career path. Job changes have arisen due to progression and responsibility changes. Contributions The CV shows that the candidate has made positive contributions to an organization and often exceeded expectations. Determination The CV reflects the candidates strong ambition to move forward. Responsibilities in previous jobs show that the candidate met challenges head on beyond the call of duty. Dreams and Aspirations A CV with a strong positive objective, which states what they want to achieve, says a lot about one aspirations and focus Stop signs Refer to potential problems, therefore further exploration is required or the CV is totally rejected. This is bound to happen, so lets point out some common ones as they signal possible problems. Unexplained gaps in career history Could be a genuine error or they may signal more serious concerns Frequent job changes Not due to promotions or better opportunities. This could be possibly due to work related problems. Can the applicant take direction? Or do they have a problem getting on with fellow team members? Over use of vague terms Examples include knowledge of, familiar with and so on. These suggest a lack of hands on and practical experience. Experience and education not listed in chronological order 51

Candidates who use functional CV formats often ignore dates completely and are frequently used to hide something. Criticize former employers or bosses CVs, which do this, are a bad sign. Not a great selling tool, considering the CVs aim is to sell oneself. The CV is an important document and one must remember that the interview itself should be devoted to behavioral questions that seek to measure candidates skills and experience. Be mindful not to waste time analyzing the CV point by point.

4.2.4 Written Exams For most positions a written exam (technical, mathematical or specimen of writing, grammar and understanding) or practical exam will add fairness to the selection procedure. Exams can both be used to give guidance during the interview or further narrow the number of candidates to take for interview. Exams should be prepared by concerned units, as stated in the Job Requisition & Profile Form, and to be; clear and easy to understand free from questions that simply can be answered with a yes or no framed in such a way that there is no need of prior knowledge to specific SCA rules, procedures or terminology For the purpose of eliminating any form of nepotism/prejudice, the results will be viewed by the EC for correctness and/or interpretation. Question papers and copy of the results will be sealed and kept with HRM unit for further reference for six months. Only the EC can see the results and cannot be disclosed to any outside party. 4.2.5 Interview The number of people called for interview for any one position should ideally be two or three of the most qualified candidates provided that an adequate number is available. However, 52

there may be situations where more or less candidates are deemed necessary by the EC for interview. A panel or interviewing board or employment committee must interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate 4.2.6 Practical Preparation for Interview In all matters, the EC should have a pre-plan for interview as follows: 1. To prepare a checklist of questions and areas for discussions, that should be applied to all candidates. Prepare a separate checklist for each individual applicant, if there is anything in particular which the EC wish to discuss with candidate. 2. The EC make sure you have a suitable venue quiet, comfortable, no blinding sun, no interruptions, usually the best layout is chairs side by side with a table between. 3. Have available all necessary bits and bots as well as the interview material. This could include the following: Copy of the advertisement Copy of candidates CV or application form Clipboard/folder for notes Plain paper Tea/Coffee/Water Clock Any other notes you made before interview

4.2.7 Candidates Expenses All invited candidates who come from distant places for interviews will be reimbursed for transportation cost (public/shared transportation) and Afs 200/day as an allowance. Absence from duty (for SCA employees) for the purpose of attending the interview shall be considered as duty and shall not affect the employees leave (DSA, OSA and reimbursement of travel are not applicable).

53

4.2.8 Final Selection After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pass the tests, and interviews The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection. The selection should be done unanimously by all members of the Employment Committee. If one member of the EC disagrees, then the case should be referred to the concerned higher authority/ies. HRM unit has the responsibility to verbally communicate the temporary job offer with the successful candidate If there is an internal SCA candidate that is perceived equally qualified with an external candidate, the SCA candidate should be given preference. All members of the EC have the duty to fill in the Recruitment Evaluation Form (Annex - 5) and have their individual evaluations recorded. The EC members should note down justifications for their score/comments. After reaching to a consensus, the EC members have to fill in and sign the Employment Committee Report (Annex - 6). A first and a second choice should always be selected if, for some reason, the preferred candidate cannot take the job offer. The decision of the EC is final and can only be revoked by the CD. Members of the EC are not permitted to disclose or discuss why or why not a candidate was considered to be successful/un-successful to any other individual outside of the EC. 4.2.9 References It is desirable that references are checked at all times to verify a background check of the selected candidate. HRM unit is assigned for this duty. The Reference Check Form (Annex -7) should be used and recorded properly.

54

4.2.10 Medical Check-up All applicants who are expected to be newly employed by SCA should take an overall health check-up before starting their work and SCA will reimburse full cost. The purpose of health check-up is to confirm that the applicant is healthy and has the ability of working as well as to ensure that the environment and other employees are not affected. 4.2.11 Job Offer Thus, after completing the whole process and taking the final decision HRM unit has to intimate the decision to the successful as well as unsuccessful candidates. HRM unit is responsible to send the appointment latter (annex - 8) to the successful candidates either immediately 4.2.12 Employment Contract After the job offer has been made and candidates accept the offer, certain documents i.e. Job Description, Database Entry Form, Insurance Form etc need to be executed by the SCA and the candidate. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings. o Job title o Duty Station o Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the organization may from time to time direct o Date when continuous employment starts and the basis for calculating service o Rate of pay, allowance, overtime and shift rates, method of payments o Hours of work including lunch break and overtime and shift arrangements o Holiday arrangements o Paid holidays per year o Calculation of holiday pay o Qualifying period o Accrual of holidays and holiday pay o Details of holiday year o Length of notice due to and from employee 55

o Grievances procedure (or reference to it) o Disciplinary procedure (or any reference to it) o Work rules (or any reference to them) o Arrangements for terminating employment o Information and restraints on trade after termination of employment o Employers right to vary terms of the contract subject to proper notification being given

4.3 Staff Induction & Mentorship

The final step of employment at SCA is induction. Induction is necessary as the newcomer feel insecure, shy, nervousness and disturbing. This situation leads to instability and turnover. Introducing the new employee who is designated as a probationer to the job, job location, surroundings, Organization, organizational surroundings etc. This process is very important because it reduce the turnover rate among the new employees compared to that among senior employees of SCA Upon employment, the HRM unit has the responsibility to provide the newly recruited employees (Grade C and higher) with a Socialization (introduction/orientation) Programme. This Socialization Programme will include SCA policy, strategies, and the core values. The HRM will be responsible to help in the process and prepare an introduction schedule for the newly recruited employees. Administration unit/Office Administrator will also participate in the Socialization Programme. The Socialization Programme/Package will include all relevant manuals of Finance, Administration, Procurement & Supply, Transportation & External Relations, IT, Security, Staff Employment Guidelines (SEG), Email & Phone list of SCA, and Intercom list. HRM will also provide the concerned supervisor with a Checklist for Newly Employed Staff (annex - 9 ). It is the responsibility of the supervisor to complete the form and return it back to HRM. The line supervisor has the duty to brief on SCA policy and strategies and any relevant SCA rules and regulations. The concerned supervisor also has the duty to assign a mentor for the newly recruited staff and make sure that the mentorship is done properly. 56

HRM unit/person has the responsibility to inform all offices of SCA within one week of a new employee signing a contract with SCA. 4.3.1 The main objectives of Induction at SCA o o o o o o o Putting the new employee at his/ her ease Creating interest in his/ her job and the SCA Providing basic information about working arrangements Indicating the standards of performance and behavior expected of him/ her. Informing the employee about SCA training facilities Creating the feeling of social security Minimizing the reality shock which would be caused due to incompatibility caused between the employee expectations and actually what the SCA provides/offers regarding pay, benefits, status, working conditions, responsibility, opportunity for growth, innovations, creative ideas etc.
Ratio of Male & Female Staff (SCA)

Female, 19%

Male Female

Male, 81%

57

Ratio of National/International staff (SCA)

International Staff, 1.50%

National staff International Staff

National staff, 98.50%

Geographical Distribution of SCA Staff

Staff % 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0%
Ja la la ba d Ta lo qa n Sa r- e -P ul az ar Ka bu l G ha zn i W ar da k Ku nd u ba k La gh m M Ai an z

18% 15% 15%

14%

14% 12%

3%

3%

3%

3%

58

Male & Female Staff Ratio at SCA Offices

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Ja la la ba d Ta lo qa n Sa r- e -P ul az ar Ka bu l G ha zn i W ar da k Ku nd u ba k

Male Female

89% 73%

87%

86%

84%

89% 81% 75%

85%

68%

32%

27% 13% 14% 16% 19% 11%

25% 15%

11%

Generation of potential candidates Introduction: For filling a vacant position the organization has to announce the vacancy and to find out the potential candidates through various ways
External Recruitment Sources for Generating Potential Candidates
Series 1 120% 96%

100%

80%

60% 40%

20% 2% 0% Direct applicants Tem porary s taffing Head Hunting 2%

Inference: From the above graph, it is observed that 96% of the respondents acknowledged the SCA generates potential candidates through direct applications, while 2% of them voted for the temporary staffing, and 2% of the respondents believed on head hunting programme. 59

La gh m

Ai

an

The involved departments in the interview process Introduction: this is obvious that for final selection most of the organizations assign an employment committee to carry out the final interview and do the final selection
Involvement of units in the Interview Process
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% HRM Concerned Unit Top Management S1 30% 100% 100% Series1

Inference: From the above graph, it is observed that 100% of the respondents accepted the presence of HRM and associated units in the interview, but 30 % of the respondents were also accepted the presence of top management
Conducting of Reference Check

Yes, 80%

Yes No

No, 20%

Inference: The above graph shows that 80% of the respondents accepted that SCA conducts reference checks, while 20% of them did not accept

60

Reference Check by Levels

70% 60% 50% 40% 30% 20% 10% 0% Senior Levels All Levels

70%

Series1

30%

Inference: It is observed from the above graph that 70% of the respondents accepted that reference check is carried out for all levels, while the 30% of the respondents accepted that reference check is carried out for senior levels

4.4 Findings
Swedish Committee for Afghanistan is a humanitarian organization having a very strong presence in Afghanistan is rapidly expanding its operations in to other provinces. After working on this project I feel that following are some of the ways in which the organization can improve the current recruitment and selection process 1- Lack of interviewing skills 2- Implementation of a verification system for references, work experience and academic qualifications 3- Implementation of performance evaluation, together with the programs, after the end of probation period 4- The first step of selection process (preparing the written test paper) with in SCA seems to be unfair and erroneous 5- Lack of important success factors i.e. succession planning, replacement charts etc

61

5. CHAPTER 5 CONCLUSION AND RECOMMENDATIONS 5.1 Conclusion

An organization is nothing without human resource. If we study a reputable organization of the world i.e. shell oil company, a lot of factories, expensive equipments, and some impressive bank balance. Similarly if we remove the employees from such organization, what would have left? Not much. So: The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organizations vision into fruition. Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the balancing roles of recruitment and selection come in. The role of these aspects in the modern organization is a subject on which the experts have given deep consideration, The essence of recruitment can be summed up as the philosophy of attracting as many applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organizations objectives with that of the individuals. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire- those individuals whose abilities are consistent with the organizations requirements. 62

The reader will do well to note that the transition between the 2 activities is not stubborn. The 2 activities basically have one aim- to yield a perfect employee for the organization. Nor are these activities typecast. Every organization tailors the processes keeping in mind the nature of the organization, its needs and constraints. In the end, this project endeavors to present a comprehensive picture of Recruitment and Selection and hopes to enable the reader to appreciate the various intricacies involved

5.2 Recommendations
1- The selection committee in SCA is consist of concerned department director, concerned head of unit, HRM, and for some specific grades country director is also part of the panel. Lack of interviewing training of any panel member causes shocking impression on candidate and can also affect the selection process, therefore Managers need training on how to interview. It will cost the organization in terms of TNA, training cost, etc and take time, but it will be well worth it for obvious reasons 2- Academic qualifications and work experience, along with personal qualities, are the most important factors in recruitment decision-making. One of SCAs main operating principles is to decentralize management of its projects and programs, which makes it absolutely important to ensure that the right people are recruited in the key positions. Although there are means and possibilities within SCA to ensure that a proper check is run to verify the accuracy of information provided by candidates in their job applications, such a measure is not implemented on a regular and systematic basis. This may lead to errors in recruitment and subsequently waste of time and resources. On the other hand, considering the size of SCA and the number of employees and staff turn-over rates, this measure is not practical and should be reserved for key office and field staff only. Implementation of this measure will improve management, accountability and image of the organization. 3- Currently SCA gives 3 to 6 months of TP to its new recruits before offering a fixed or permanent contract. Performance of recruits is a subject of scrutiny by their immediate supervisors and often HRM is not involved in follow up and performance appraisal and evaluation at the end of TP. Although HRM might not possess technical expertise to decide 63

about professional suitability of recruits, it can still be a driving force in ensuring a comprehensive, transparent and critical review before a longer-term contract is offered. 4- The first step of SCAs Selection process involves written tests conducted for the candidates whose resumes have been screened and have been short listed for the next recruitment step. Currently the test is prepared by the concerned unit and handed over to HRM on the test day. This process doesnt ensure transparency and fairness of the process. A strategy should be employed to ensure the existence of best possible qualified candidates from which the organization can fill vacancies as and when required. Acquiring and retaining high-quality talent is critical to SCAs success. The test preparation method should be changed. It should not be considered the sole responsibility of the concerned unit that needs staff rather it should be a joint effort by the Head of the concerned unit, HRM, and a representative from Management. The mentioned people should sit together and make a test that should consist of about 100/ more job related questions commensurate with that particular position and on test day the committee should sit together once again and choose 10 or 12 questions out of this list. This can undoubtedly enhance and ensure transparency in the test stage of recruitment process.

64

5.3 References
o SCAs Staff Employment Guidelines o Chris Dukes, (2001) Recruiting the Right Staff o David A. DeCenzo and Stephen P. Robbins (1998) Personnel/ Human Resource Management Prentice-Hall o K Ashwathappa, (1997) Human Resource and Personnel Management o Verbal discussions and Sir Mohammad Sultans notes and handouts at Kardan Websites www.hrmba.blogspot.com www.humanresources.about.com

65