Q.1: Job Application Blank, Personal Data, Education and Skill, References?

Job Application Blank

Employment applications request a wide variety of personal information
ranging from your social security number to questions about your personal
hobbies and interests. The following list provides examples of how to
complete the most typical information requested on job applications: In the
name field, be sure to note in what order the employer wants your first and
last names. Use an address where you can receive mail. You may also be
asked how long you've lived at your current address. Provide your telephone
number with an area code. Make sure that the message on your phone is
appropriate. If you have any professional certifications, licenses, or
registrations, list them.
Personal Data
All applications ask for information about the schools you've attended.
Usually you will need to list the city and state where the school was located
and any degrees earned. List your education, detailing any special courses.
Be prepared to provide transcripts, if requested. List any hobbies or interests
you may have. This will provide the employer with additional information
about related skills. Some applications request information about prior
misdemeanor or felony convictions. Read the application questions carefully
and answer truthfully, adding "will discuss at interview." You can be fired for
not telling the truth on an application.
Skills

Under work experience, the application form usually asks for your job title
and dates of employment; the name, address, and phone number of the
employer; and a description of your duties. Some applications also ask for
your salary and your supervisor's name. Include parttime and full-time jobs.
Make sure that the dates of employment don't overlap or conflict. If asked for
the reason you left a job, use positive phrases like: "to take a job with more
responsibility," "moved," "seasonal," "business closed," "job or contract
ended," "temporary work," " laid off," " reorganization," "returned to school,"
" or "career change." Avoid negative words like "fired," "quit," "absenteeism,"
or "tardiness." Employers are often interested in what you do outside of work
because it reflects your interests and abilities. Highlight any club activities,
volunteer work, or organizations you belong to that may relate to the job you
are seeking. List any special skills, abilities, experience and/or training that
relate to the position you want. If you were in the military service, emphasize
the duties you performed that relate to the job for which are applying. Have
all appropriate forms available, such as certificates.
References
Always talk to your references before beginning your work search to ask
permission to use their names, addresses, and phone numbers on your
application. Former employers, teachers, business acquaintances, and the
clergy are all acceptable references.
Be sure to have both personal and professional references
available.
Start working on your list of references well before you begin
applying for a job.
Q.2: Job Design, Job Analysis, Job Description, Job Specification?
Job Design

Work arrangement (or

rearrangement)

overcoming job dissatisfaction

aimed

at

reducing

or

and employee alienation arising

from

repetitive and mechanistic tasks. Through job design, organizations try to

raise productivity levels

by

offering non-monetary

rewards such

as

greater satisfaction from a sense of personal achievement in meeting the

increased challenge and responsibility of one's work. Job enlargement, job
enrichment, job

rotation,

and job

simplification are

the

various techniques used in a job design exercise.

Job Analysis
Detailed examination of the (1) tasks (performance elements) that make up
a job (employee role), (2) conditions under which they are performed, and (3)
what

the

job

requires

in terms of aptitudes (potential

for

achievement), attitudes (behavior characteristics), knowledge, skills, and the

physical condition of the employee. Its objectives include (a) determination
of

the

most

efficient methods of

the employee's job

satisfaction,

doing

job,

(b) enhancement of

(c) improvement in training methods,

(d) development of performance measurement systems, and (e) matching

of job-specifications with the person-specifications in employee selection.
Job Description
A broad, general, and written statement of a specific job, based on the
findings

of

a job

analysis.

It

generally

includes duties,

purpose, responsibilities, scope, and working conditions of a job along with

the job's title,

and

the employee reports.

specification.

Job Specification

the
Job

name

or designation of

description

the person to

usually forms the

basis

whom
of

job

A statement of employee characteristics and qualifications required for

satisfactory performance of
specific job or function.

Job

defined duties and tasks comprising

specification

is

derived

from job

analysis.

Q.3: Recruitment Constraint and Challenges, Organizational Polices, Internal

Recruitment Channels External Recruitment?

Constraints and Challenges in recruitment

In actual practice, it is always not easy to find and select a suitable candidate for a job
opening. The recruiters choice of a communication medium (e.g. advertising in a trade
journal read by the prospective candidate) may not be appropriate. Some of the bright
candidates may begin to view the vacancy as not in line with their current expectations
(e.g. challenging work, excellent rewards, flexible schedules and so on).
The most suitable ones may not have been motivated to apply due to several other
constraints.
>> Poor image: If the image of a firm is perceived to be low (due to factors such as
operating in a declining industry, earning a bad name because of environmental
pollution, poor quality products, nepotism, insider trading allegations against promoters
etc.), the likelihood of attracting a large number of qualified applicants is reduced.
>> Unattractive job: If the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true in case
of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities
and generally do not reward performance in a proper way. (e.g., jobs in departmental
undertakings such as Railways, Post and Telegraphs, public sector banks and
Insurance companies failing to attract talent from premier management institutes.)
>> Conservative internal policies: A policy of filling vacancies through internal
promotions based on seniority, experience, job knowledge etc. may often come in the

way of searching for qualified hands in the broader job market in an unbiased way.
Likewise, in firms where powerful unions exist, managers may be compelled to pick up
candidates with questionable merit, based on issues such as caste, race, religion,
region, nepotism, friendship etc.
>> Limited budgetary support : Recruiting efforts require money. Sometimes because
of limited resources, organisations may not like to carry on the recruiting efforts for long
periods of time. This can, ultimately, constrain a recruiters efforts to attract the best
person for the job.
>> Restrictive policies of government: Governmental policies often come in the way
of recruiting people as per the rules for company or on the basis of merit/seniority, etc.
For example, reservations for special groups (such as scheduled castes, scheduled
tribes, backward classes, physically handicapped and disabled persons, ex-servicemen,
etc.) have to be observed as per Constitutional provisions while filling up vacancies in
government corporations, departmental undertakings, local bodies, quasi-government
organisations, etc.
Recruitment and Selection policy
A recruitment and selection policy is a statement of principles, outlining how
your organisation will conduct its recruitment and selection process.
The aim of such a policy is to ensure that a transparent and unbiased
recruitment and selection process is followed; one that results in the
appointment of the best candidate, based solely on merit and best-fit with
your organisational values, philosophy, and goals.
Five good reasons for having such a policy are to ensure:

Job descriptions meet business requirements

Candidates are assessed against consistent criteria at every stage

The recruitment process is lawful

The candidate can be confident it is a genuine job offer

The process can be followed by all stakeholders.

1. Suitability: Writing an accurate position description is an important part

of the recruitment process. It describes the primary tasks involved as well as
the core competencies required to perform the role.
A good recruitment and selection policy would require those writing job
descriptions to give precedence to the competencies that would make the
most positive contribution to the organisations business requirements (i.e.
flexibility, initiative, leadership etc).
2. Consistency: A good recruitment and selection policy will also require
that hiring managers use pre-determined criteria at all stages of the
recruitment process, thereby reducing the risk of bias or discrimination.
In

the

screening

stage,

the key

selection

criteria should

have

been

determined before the job was advertised and clearly displayed in the
advertisement and job description.
Each candidate would then be evaluated according to those criteria only.
When interviewing candidates, the same interviewers should be present at
each interview and a set of pre-determined questions asked of each
candidate, allowing them equal time to respond.
Reference checks should be conducted before any appointment is made and
should be carried out in a consistent manner (i.e. asking similar questions of
each candidates referees and former employers).
It should be noted that treating everyone consistently does not always imply
fairness. If a candidate is at a disadvantage for any reason (i.e. has a
disability), you may need to take their individual circumstances into account,
so they are given an equal opportunity to present their case.

3. Legality: Privacy and equal opportunity legislation require that the

recruitment process is conducted in a fair and transparent manner and a
good recruitment and selection policy will always make this very clear to
recruiters.
During no stage of the recruitment process (from advertisement to interview)
can there be anydiscriminatory behaviour, based on a persons age, sex,
marital status, religion, nationality, sexual orientation or disability.
A candidate may have recourse to legal action if they feel they have been
discriminated against, so impartiality is not only the right thing to do, its
also good risk management practice.
Discrimination may be quite unintentional.
For example, using terms in a job advertisement such as young and
energetic or new graduate may seem harmless enough, but should be
avoided as they are implying that you must be young to apply for the job.
Privacy

laws

also

require

that

candidates

application

is

treated

confidentially. Penalties apply if breaches occur, so here as well, a good

recruitment and selection policy helps to protect the organisations best
interests.
An example of a privacy breach would be a recruiter discussing the details of
a confidential job application with their family or friends. A recruitment and
selection policy that reminds staff about the implications of possible lapses
such as these can go a long way towards ensuring they never happen.
4. Credibility: Not all job advertisements are genuine.
Some are placed by organisations wishing to build up a talent pool or to
simply to test the waters and see whats out there.

If an organisation calls for certain application procedures to be followed,

candidates can feel confident the position they are applying for actually
exists and that their efforts will not be in vain.
Candidates can also see you are a reputable employer by the good practices
you follow and are more likely to want to become an employee of your
organisation.
5. Transparency: By requiring transparent procedures at every step, the
recruitment and selection policy ensures that all stakeholders in the
recruitment process (HR, department head, line manager etc) are able to
follow the process and be confident of the outcome.
Candidates should be kept informed of the status of their application and
notified if unsuccessful. Reasons for decisions made during the recruitment
process should be documented and a transparent appeals process put in
place if a candidate is unhappy with the outcome.
Conclusion: A good recruitment and selection policy should be based on
principles such as:

Respect for diversity

Ethical decision making

Selection according to merit

Equal treatment for all

Procedural fairness.

Adherence to such a policy will not only ensure job applicants are treated
fairly, but will also greatly increase your chances of securing the best
possible people for your organisation.
Internal Sources of Recruitment

Internal sources of recruitment seeks applicants for positions from within

the company. In deciding requirement of employees, initial consideration
should be given to a companys current employees, which is concerned with
internal recruitment. They include those who are already available on the
pay roll of the company. This is important source of recruitment as it provides
opportunities for better development and utilization of existing human
resources in the organization.
The various internal sources of recruitment include:
1.

Promotions and Transfers: Promotion is an effective means using job

posting and personnel records. Job posting requires notifying vacant
positions by posting notices, circulating publications or announcing at staff
meetings and inviting employees to apply. Personnel records help discover
employees who are doing jobs below their educational qualifications or skill
levels. Promotions has many advantages like it is good public relations,
builds morale, encourages competent individuals who are ambitious,
improves the probability of good selection since information on the
individuals performance is readily available, is cheaper than going outside to
recruit, those chosen internally are familiar with the organization thus
reducing the orientation time and energy and also acts as a training device
for developing middle-level and top-level managers. However, promotions
restrict the field of selection preventing fresh blood & ideas from entering the
organization. It also leads to inbreeding in the organization. Transfers are
also important in providing employees with a broad-based view of the
organization, necessary for future promotions.

2.

Employee Referrals: Employees can develop good prospects for their

families and friends by acquainting them with the advantages of a job with
the company, furnishing them with introduction and encouraging them to
apply. This is a very effective means as many qualified people can be
reached at a very low cost to the company. The other advantages are that
the employees would bring only those referrals that they feel would be able
to fit in the organization based on their own experience. The organization

can be assured of the reliability and the character of the referrals. In this
way, the organization can also fulfill social obligations and create goodwill.
3.

Former Employees: These include retired employees who are willing to

work on a part-time basis, individuals who left work and are willing to come
back for higher compensations. Even retrenched employees are taken up
once again. The advantage here is that the people are already known to the
organization and there is no need to find out their past performance and
character. Also, there is no need of an orientation programme for them, since
they are familiar with the organization.

4.

Dependents of deceased employees: Usually, banks follow this

policy. If an employee dies, his / her spouse or son or daughter is recruited in
their place. This is usually an effective way to fulfill social obligation and
create goodwill.

5.

Recalls: When management faces a problem, which can be solved only

by a manager who has proceeded on long leave, it may de decided to recall
that persons after the problem is solved, his leave may be extended.

6.

Retirements: At times, management may not find suitable candidates

in place of the one who had retired, after meritorious service. Under the
circumstances, management may decide to call retired managers with new
extension.

7.

Internal

Notification

(Advertisement): Sometimes,

management

issues an internal notification for the benefit of existing employees. Most

employees know from their own experience about the requirement of the job
and what sort of person the company is looking for. Often employees have
friends or acquaintances who meet these requirements. Suitable persons are
appointed at the vacant posts.
8.

Previous Applicants: This is considered as internal source in the sense

that applications from the potential candidates are already lying with
organization.

Sometimes

the

organization

contacts

though

mail

or

messengers these applicants to fill up the vacancies particularly for unskilled

or semiskilled jobs.

Advantages and Disadvantages of Internal Sources of Recruitment

The advantages of the internal sources of recruitment include the following:

Familiarity

with

own

employees: The organization has more

knowledge and familiarity with the strengths and weaknesses of its own
employees than of strange on unknown outsiders.

Better use of the talents: The policy of internal recruitment also

provides an opportunity to the organization to make a better use of
talents internally available and to develop them further and further.

Economical

recruitment: In

case

of

internal

recruitment,

the

organization does not need to spend much money, time and effort to
locate and attract the potential candidates. Thus, internal recruitment
proves to be economical, or say, inexpensive.

Improves morale: This method makes employees sure that they

would be preferred over the outsiders as and when they filled up in the
organization vacancies.

A motivator: The promotion through internal recruitment serves as a

source of motivation for the employees to improve their carrier and
income. The employees feel that organization feel that organization is a
place where they can build up their life-long career. Besides, internal
recruitment also serves as a means of attracting and retaining employees
in the organization.

The main drawbacks associated with the internal sources of recruitment is

as follows:

Limited choice: Internal recruitment limits its choice to the talents

available within the organization. Thus, it denies the tapping of talents
available in the vast labor market outside the organization. Moreover,
internal recruitment serves as a means for inbreeding, which is never
healthy for the future organizations.

Discourage competition: In this system, the internal candidates are

protected from competition by not giving opportunity to otherwise

competent candidates from outside the organization. This in turn,

develops a tendency among the employees to take the promotion without
showing extra performance.

Stagnation of skills: With the feeling that internal candidates will

surely get promoted, their skill in the long run may become stagnant or
obsolete. If so, productivity and sufficiency of the organization, in turn,
decreases.

Creates conflicts: Conflicts and controversies surface among the

internal candidates, whether or not they deserve promotion.

External Sources of Recruitment

External sources of recruitment seek applicants for positions from sources
outside

the

company. External

employees

already

worked

for

major

companies or competitors have better understanding of business strategy

and competitive market. Though recruiting external candidates might be
tougher but it has some positive effect on business.
They have outnumbered the internal sources of recruitment. The various
external sources include:
1.

Professional or Trade Associations: Many associations provide

placement service to its members. It consists of compiling job seekers lists
and providing access to members during regional or national conventions.
Also, the publications of these associations carry classified advertisements
from employers interested in recruiting their members. These are particularly
useful for attracting highly educated, experienced or skilled personnel. Also,
the recruiters can zero on in specific job seekers, especially for hard-to-fill
technical posts.

2.

Advertisements: It is a popular method of seeking recruits, as many

recruiters prefer advertisements because of their wide reach. Want ads
describe the job benefits, identify the employer and tell those interested how
to apply. Newspaper is the most common medium but for highly specialized

recruits, advertisements may be placed in professional or business journals.

Advertisements must contain proper information like the job content,
working conditions, location of job, compensation including fringe benefits,
job specifications, growth aspects, etc. The advertisement has to sell the
idea that the company and job are perfect for the candidate. Recruitment
advertisements can also serve as corporate advertisements to build
company image. It is also cost effective.
3.

Employment Exchanges: Employment Exchanges have been set up

all over the country. The Act applies to all industrial establishments having
25 workers or more each. The major functions of the exchanges are to
increase the pool of possible applicants and to do the preliminary screening.
Thus, employment exchanges act as a link between the employers and the
prospective employees. These offices are particularly useful in recruiting
blue-collar, white collar and technical workers.

4.

Campus Recruitments: Colleges,

universities

and

institutes

are

fertile ground for recruiters, particularly the institutes. Campus Recruitment

is going global with many reputed companies looking for global markets.
Some companies recruit a given number of candidates from these institutes
every year. Campus recruitment is so much sought after that many college,
university department and institute are having a placement officer to handle
recruitment functions. However, it is often an expensive process, even if
recruiting process produces job offers and acceptances eventually. A majority
leave the organization within the first five years of their employment. Yet, it
is a major source of recruitment for prestigious companies.
5.

Walk-ins, Write-ins and Talk-ins: The most common and least

expensive approach for candidates is direct applications, in which job
seekers submit unsolicited application letters or resumes. Direct applications
can also provide a pool of potential employees to meet future needs. From
employees viewpoint, walk-ins are preferable as they are free from the
hassles associated with other methods

of recruitment. While direct

applications are particularly effective in filling entry-level and unskilled

vacancies. Some organizations compile pools of potential employees from

direct applications for skilled positions. Write-ins are those who send written
enquiries. These jobseekers are asked to complete application forms for
further processing. Talk-ins involves the job aspirants meeting the recruiter
(on an appropriated date) for detailed talks. No application is required to be
submitted to the recruiter.
6.

Outsourcing Contractors: They are used to recruit casual workers.

The names of the workers are not entered in the company records and, to
this extent; difficulties experienced in maintaining permanent workers are
avoided.

7.

Consultants: They are in the profession for recruiting and selecting

managerial and executive personnel. They are useful as they have
nationwide contacts and lend professionalism to the hiring process. They also
keep prospective employer and employee anonymous. However, the cost
can be a deterrent factor.

8.

Head Hunters: They are useful in specialized and skilled candidate

working in a particular company. An agent is sent to represent the recruiting
company and offer is made to the candidate. This is a useful source when
both the companies involved are in the same field, and the employee is
reluctant to take the offer since he fears, that his company is testing his
loyalty.

9.

Recommendations

and

External Referrals: There

are

certain

people who have experience in a particular area. They enjoy goodwill and a
stand in the company. There are certain vacancies which are filled by
recommendations of such people. The biggest drawback of this source is that
the company has to rely totally on such people which may later on prove to
be inefficient.
10.

Casual Callers: This method of recruitment is concerned with using

previously applied candidates as a source of recruitment. The applications

already available in the data bank maintained by the HR department are
used as sources of prospective candidates. In other words, applications from

individuals who are already recorded in the employment list can be referred
as new applicants and the best suited candidates are selected for the job.
This method avoids the costs of recruiting people from other sources.
11.

Radio, Television and Internet: Radio and television are used to

reach certain types of job applicants such as skilled workers. Radio and
television are used but sparingly, and that too, by government departments
only. Companies in the private sector are hesitant to use the media because
of high costs and also because they fear that such advertising will make the
companies look desperate and damage their conservative image. However,
there is nothing inherently desperate about using radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a
popular option for recruitment today. There are specialized sites like
naukri.com. Also, websites of companies have a separate section wherein;
aspirants can submit their resumes and applications. This provides a wider
reach.
12.

Employment at Factory Level: This a source of external recruitment

in which the applications for vacancies are presented on bulletin boards

outside the Factory or at the Gate. This kind of recruitment is applicable
generally where factory workers are to be appointed. There are people who
keep on soliciting jobs from one place to another. These applicants are called
as unsolicited applicants. These types of workers apply on their own for their
job. For this kind of recruitment workers have a tendency to shift from one
factory to another and therefore they are called as badli workers.
13.

Competitors: This method is popularly known as poaching or

raiding which involves identifying the right people in rival companies,

offering them better terms and luring them away. There are legal and ethical
issues involved in raiding rival firms for potential candidates. From the legal
point of view, an employee is expected to join a new organization only after
obtaining a no objection certificate from his/ her present employer. Violating
this requirement shall bind the employee to pay a few months salary to his/

her present employer as a punishment. However, there are ethical issues

attached to it.
14.

Mergers and Acquisitions: When organizations combine, they have

a pool of employees, out of whom some may not be necessary any longer. As
a result, the new organization has, in effect, a pool of qualified job
applicants. As a result, new jobs may be created. Both new and old jobs may
be readily staffed by drawing the best-qualified applicants from this
employee pool. This method facilitates the immediate implementation of an
organizations strategic plan.
15.

Internships: A special form of recruiting that involves placing an

employee in a temporary job. There is no obligation on the part of the

company to permanently hire the employee and no obligation on the part of
the employee to accept a permanent position with the firm. Hiring college
students to work as student interns is typically viewed as training activity
rather than as a recruiting activity. However, organizations that sponsor
internship programs have found that such programs represent an excellent
means of recruiting outstanding employees.
16.

Unsolicited Applicants: Many job seekers visit the office of well-

known companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But it can help in creating the talent pool
or the database of the feasible candidates for the organisation.
Evaluation of External Sources of Recruitment
The merits of external sources of recruitment are;

The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
The management will be able to fulfill reservation requirements in favour of
the disadvantaged sections of the society.
Scope for resentment, heartburn and jealousy can be avoided by recruiting
from outside.

The demerits of external sources of recruitment are;

Better motivation and increased morale associated with promoting own

employees re lost to the organization.
External recruitment is costly.
If recruitment and selection processes are not properly carried out, chances
of right candidates being rejected and wrong applicants being selected occur.
High training time is associated with external recruitment.

Q.4: The Supply of HR, Estimate of External Supply, and Implementation of HR

polices?
Manpower supply or Human resources supply is affected by various factors
both internal and external. In this article we are discussing multiple
situations leading to manpower requirements and supply.
After estimating future supply of human resources, sources of supply should
be analyzed with a view to ensure the availability. Both internal and external
factors affecting manpower supply should be analyzed.
Internal factors include: training facilities, salary levels, benefits, interpersonal relations, company programs, scope for self-advancement and
growth, promotional opportunities, pride for creative and innovative ideas,
providing challenge work etc.
The external factors are classified into local factors and national factors
Local Factors:
Population density in the area, local unemployment level, availability of
employees on part-time, temporary and casual basis, current and future
competition for the similar categories, outcome from local educational and
training institutes, residential facilities available , local transport and
communication facilities, traditional pattern of employment and availability
of manpower with required qualification and skills, the pattern of migration
and immigration, the attractiveness of the areas as a place to live, local
housing, shopping, educational facilities, medical facilities, regulations of
local government like reservation for local candidates, candidates belonging
to scheduled, backward and minority communities etc.
National factors:

Trends in the growth of working population, training institutes and schemes

in the country, outcome from technical, professional, vocational and general
educational level, educational institutes in the country, migration and
immigration patterns, social security measures (like unemployment benefits,
lay-offs, retirement benefits etc.), cultural factors, customer, social norms
etc., national demands for certain categories of manpower like technologists,
scientists, management graduates, computer professionals etc., effect of
changing educational patterns, impact of government, national educational
policy, impact of government employment regulations such as reservation
for candidates belonging to SC, ST and other categories.
Estimating the Net Human Resources Requirements:
Net human resource requirements in terms of number and components are
to be determined in relation to the overall human resource requirements
(demand forecast) for a future date and supply forecast for that date. The
difference between overall human requirements and future supply of human
resources is to be found out.
Action Plan for Redeployment, Redundancy/ Retrenchment
If future surplus is estimated, the organization has to plan for redeployment,
redundancy etc. If surplus is estimated in some jobs/department, employees
can be redeployed in other jobs/departments where the deficit of employees
is estimated. Organization should also plan for training or reorientation
before redeployment of employees. Redeployment takes place in the form of
transfers. If the deficit is not estimated in any job/department and surplus is
estimated for the entire organization, the organization, in consultation with
the trade unions, has to plan for redundancy or retrenchment.
Redundancy Plan:
Type and number of employees, time of and place of retrenchment, type of
help to be extended to retrenched employees in the form of compensation,
help in getting new job, priority in filling future vacancies.
Implementation of HR Policies

Human resources policies provide the necessary structure many businesses

need to sustain the company's productivity and overall profitability. Whether
you're running a business with five employees, 25 or 250 employees,
implementing

HR

policies

will

simplify

the

workforce

management

component of your organization. Full implementation of HR policies begins

with a foundation based on your company's size, organizational culture and
work environment. Finalizing the implementation requires legal review and
communication with employees.
Implementing HR policies for compliance with federal and state employment
laws generally are the same, regardless of the number of employees. Title VII
of the Civil Rights Act of 1964 and the Americans with Disabilities Act of 1990
apply to companies that employ 15 or more workers. The Occupational
Safety and Health Act of 1970 applies to all businesses; however, there are
certain exemptions for companies that employ fewer than 10 workers. Antidiscrimination laws regarding fair pay, veterans' rights and workplace
harassment should be incorporated into your company's equal employment
opportunity policy. If your organization has contracts with the federal
government, your compliance measures also may include following the rules
set forth in Executive Order 11246 concerning affirmative action. In addition,
access the Fair Labor Standards Act rules that govern minimum wage,
overtime and employee classification to ensure your policies are consistent
with federal and state rules concerning pay.
Q.5: The Demand for Human Resource, Forecasting Techniques, Human
Resource Recruitment?

HR Demand Forecasting
Forecasting human resource demand is the process of estimating the future
human resource requirement of right quality and right number. As discussed
earlier, potential human resource requirement is to be estimated keeping in

view the organisation's plans over a given period of time. Analysis of

employment trends; replacement needs of employees due to death,
resignations, retirement termination; productivity of employees; growth and
expansion of organisation; absenteeism and labour turnover are the relevant
factors for human resourced forecasting. Demand forecasting is affected by a
number

of

external

and

internal

factors.

Job analysis and forecasting about the quality of potential human resource
facilitates demand forecasting. So, existing job design must be thoroughly
evaluated taking into consideration the future capabilities of the present
employees.

FACTORS AFFECTING HR DEMAND FORECASTING

Human Resource Demand Forecasting depends on several factors, some of
which are given below.

Employment trends;

Replacement needs;

Productivity;

Absenteeism; and

Expansion and growth.

There are number of techniques of estimating/forecasting human

resources demand:
a) Managerial Judgement
b) Work Study Technique
c) Ratio-trend Analysis

d) Econometric Models
e) Delphi Model
f) Other Techniques

(a) Managerial Judgement: Managerial judgement technique is very

common technique of demand forecasting. This approach is applied by small
as well as large scale organisations. This technique involves two types of
approaches i.e. 'bottom-up approach' and 'top-down approach'. Under the
'bottom-up approach', line mangers send their departmental requirement of
human resources to top management. Top management ultimately forecasts
the human resource requirement for the overall organisation on the basis of
proposals of departmental heads. Under the Top-down approach', top
management forecasts the human resource requirement for the entire
organisation and various departments. This information is supplied to various
departmental heads for their review and approval. However, a combination
of both the approaches i.e. 'Participative Approach' should be applied for
demand

forecasting.

Under

this

approach,

top

management

and

departmental heads meet and decide about the future human resource
requirement. So, demand of human resources can be forecasted with
unanimity under this approach.
(b) Work-Study Technique: This technique is also known as 'work-load
analysis'. This technique is suitable where the estimated work-load is easily
measureable. Under this method, estimated total production and activities
for a specific future period are predicted. This information is translated into
number of man-hours required to produce per units taking into consideration
the capability of the workforce. Past-experience of the management can help
in translating the work-loads into number of man-hours required. Thus,
demand of human resources is forecasted on the basis of estimated total

production and contribution of each employee in producing each unit items.

The following example gives clear idea about this technique.
Let us assume that the estimated production of an organisation is 3.00.000
units. The standard man-hours required to produce each unit are 2 hours.
The past experiences show that the work ability of each employee in manhours is 1500 hours per annum. The work-load and demand of human
resources can be calculated as under:

Estimated total annual production = 300000 units

Standard man-hours needed to produce each unit = 2 hrs

Estimated man-hours needed to meet estimated annual production (i x

ii) = 600000 hrs

Work ability/contribution per employee in terms of man-hour = 1500

units

Estimated no. of workers needed (iii / iv) = 600000/1500 = 400 units

The above example clearly shows that 400 workers are needed for the year.
Further, absenteeism rate, rate of labour turnover, resignations, deaths,
machine break-down, strikes, power-failure etc. should also be taken into
consideration

while

estimating

future

demand

of

human

resources/

manpower.
(c) Ratio-Trend Analysis: Demand for manpower/human resources is also
estimated on the basis of ratio of production level and number of workers
available. This ratio will be used to estimate demand of human resources.
The following example will help in clearly understanding this technique.
Estimated production for next year = 1,40,000 units

Estimated no. of workers needed

(on the basis of ratio-trend of 1: 200) will be = 700
(d) Econometrics Models: These models are based on mathematical and
statistical techniques for estimating future demand. Under these models
relationship is established between the dependent variable to be predicted
(e.g. manpower/human resources) and the independent variables (e.g.,
sales, total production, work-load, etc.). Using these models, estimated
demand of human resources can be predicted.
(e) Delphi Technique: Delphi technique is also very important technique
used for estimating demand of human resources. This technique takes into
consideration human resources requirements given by a group of experts i.e.
mangers. The human resource experts collect the manpower needs,
summarises the various responses and prepare a report. This process is
continued

until

all

experts

agree

on

estimated

human

resources

requirement.
(f) Other Techniques: The other techniques of Human Resources demand
forecasting are specified as under:

(a) Following

the techniques of demand forecasting of human

resources used by other similar organisations

(b) Organisation-cum-succession-charts
(c) Estimation based on techniques of production
(d) Estimates based on historical records
(e) Statistical techniques e.g. co-relation and regression analysis.

THE END