Job Rotation

Job rotation is a concept that has employees rotate through different jobs to learn the procedures and processes in
each. From a security perspective, job rotation helps to prevent or expose dangerous shortcuts or even fraudulent
activity. Knowledge is shared with multiple people, and no one person can retain explicit control of any process or
data.
For example, your company could have an accounting department. As mentioned in the separation of duties section,
you would separate accounting into two divisions Accounts Receivable and Accounts Payable. Additionally, you could
rotate personnel in and out of jobs in the two divisions. This would ensure more oversight over past transactions and
help ensure that employees are following rules and policies.
In contrast, if a single person always performs the same function without any expectation of oversight, the temptation
to go outside the bounds of established policy increases.
Job rotation policies work well together with separation of duties policies. A separation of duties policy helps prevent a
single person from controlling too much. However, if an organization only used a separation of duties policy, it is
possible for two people to join together in a scheme to defraud the company. If a job rotation policy is also used,
these two people will not be able to continue the fraudulent activity indefinitely.
Job rotation policies also apply to IT personnel. For example, the policy can require administrators to swap roles on a
regular basis, such as annually or quarterly. This prevents any single administrator from having too much control over
a network.

Interview: Definition, Objectives, Types

and Guidelines for Effective Interviewing
Article shared by

Interview: Definition, Objectives, Types and Guidelines for Effective

Interviewing!
Definition:
Interviews may be defined as face to face communication method for knowing some
information about the potential job candidates. It is a process of collecting some information
whether the candidates like the job or not.

Interview is the widely used (election method. It is a face-to-face interaction between

interviewee and interviewer. If handled carefully, it can be a powerful technique in
having accurate information of the interviewee otherwise unavailable. At the same
time, if the interview is not handled carefully, it can be a source of bias, restricting or
distorting the flow of communication.
Different scholars have defined interview differently. According to Scott and others,
an interview is a purposeful exchange of ideas, the answering of questions and
communication between two or more persons. Bingham and others define an
interview as a conversation with a purpose.

Thus, interview can be defined as an attempt to secure maximum amount of

information from the candidate concerning his/her suitability for the job under
consideration.

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It tries to achieve an accurate appraisal of the applicant in terms of his/her

educational qualification, training, family background, previous work experience and
judge the applicants certain qualities like manners, appearance, conversational
ability, meet other people pleasantly, etc.

Objectives of Interview:

In the selection process, interview serves the following objectives:

1. Verifies the information obtained through application form and tests.

2. Helps obtain additional information from the applicant otherwise not available.

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3. Gives the candidate necessary facts and information about the job and the
organisation.

4. Helps establish mutual understanding between the company and the candidate
and build the companys image.
According to Richard Calhoon, employment interview serves the following
three objectives:
First, it is the only way to see an applicant in action how he looks, his manner, his
bearing.

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Second, it is the only way to witness how he interacts and how he responds, his way
of thinking, the effect of his personality on others.

Third, it is perhaps the best way to get at the will do features of a performance-
motivation, initiative, stability, perseverance, work, habits and judgments.

Types of Interviews:

Four types of interviews for selection have been identified.

These are:
1. Preliminary Interview:

The interviews conducted to screen the applicants to decide whether further detailed
interview will be required are called preliminary interviews. The candidate is given
freedom by giving job details during the interview to decide whether the job will suit
him.

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One of the drawback associated with the preliminary interview is that it might lead to
the elimination of many desirable candidates in case interviewers do not have much
and proper experience in evaluating candidates. The positive argument, if any, for
this method is that it saves time and money for the company.
2. Patterned Interview:

In this interview, the pattern of the interview is decided in advance. What kind of
information is to be sought or given, how the interview is to be conducted, and how
much time is to be allotted to it, all these are worked out in advance. In case
interviewee drifts, he/she is swiftly guided back to the structured questions. Such
interviews are also called standardised interviews.

3. Depth Interview:

As the term itself implies, depth interview tries to portray the interviewee in depth
and detail. It, accordingly, covers the life history of the applicant along with his/her
work experience, academic qualifications, health, attitude, interest, and hobbies.
This method is particularly suitable for executive selection. Expectedly, depth
interview involves more time and money in conducting it.

4. Stress Interview:

Such interviews are conducted for the jobs which are to be performed under
stressful conditions. The objective of stress interview is to make deliberate attempts
to create stressful or strained conditions for the interviewee to observe how the
applicant behaves under stressful conditions.

The common methods used to induce stress include frequent interruptions, keeping
silent for an extended period of time, asking too many questions at a time, making
derogatory remarks about the candidate, accusing him that he is lying and so on.
The purpose is to observe how the candidate behaves under the stressful conditions
whether he looses his temper, gets confused or frightened.

However, stress-inducing must be done very carefully by trained and skilled

interviewer otherwise it may result in dangers. Emotionally charged candidates must
not be subjected to further stressful conditions. The candidate should be given
sufficient chance to cope with such induced stress before he leaves.
Limitations of Interview:

Research studies have firmly established that, among all selection methods,
interview has been the most researched and carefully documented method.

However, interview suffers from some limitations also.

1. Interviewers may not have a clearly defined technique developed. This results in
lack of validity in evaluation of the candidate.

2. There is always variation in offering scoring points to the candidate by the

interviewers.

3. Interview can help judge the personality of the candidate but not his ability for the
job.

4. A single characteristic of the candidate found out on the basis of interview, may
affect the judgment of the interviewer on other qualities of the applicant. This is
called halo effect.

5. The biases of interviewers may cloud the objectivity of interview.

6. Finally, interview is a time consuming and expensive device of selection.

The above listed limitations or defects in interview underline the need for observing
certain guidelines to make interviews more effective.

Guidelines for Effective Interviewing:

Below are given some guidelines, if observed, can make interview more
effective:
1. The interview should have a definite time schedule known to both the interviewers
and the interviewee.
2. Interview should be conducted by the competent, trained and experienced
interviewers.

3. The interviewers should be supplied with specific set of guidelines for conducting
interview.

4. The interviewers should ensure an element of privacy for the interviewee.

5. A resume for all the candidates to be interviewed should be prepared and the
same be made available to the interviewers before the interview starts.

6. The interview should not end abruptly but it should come to close tactfully
providing satisfaction to the interviewee.

7. The interviewers should show their sensitivity to the interviewee s sentiments and
also sympathetic attitude to him/her.

8. The interviewers should also evince emotional maturity and a stable personality
during the interview session.

Some major findings from research studies on the interview seem worth
mentioning:
1. Structured interview are more reliable than unstructured interviews.

2. Interviewers are influenced more by unfavorable than by favorable information.

3. Inter-rater reliability is increased when there is a greater amount of information

about the job to be filled.

4. A bias IS established early in the interview, and this tends to be followed by either
a favorable or an unfavorable decision.
5. Intelligence is the trait most validly estimated by an interview, but the interview
information adds nothing to test data.

6.
Interviewerscanexplamwhytheyfeelanapplicantislikelytobeanunsatisfactoryemployee
but not why the applicant may be satisfactory.

7 Factual written data seem to be more important than physical appearance in

determining judgments. This increases with interviewing experience.

8 An interviewee is given more extreme evaluation (positive/negative) when

preceded by an interviewee of opposing value (positive/negative).

9 Interpersonal skills and motivation are probably best evaluated by the interview.

10. Allowing the applicant time to talk makes rapid first impressions less likely and
provides a large behavior sample.

11. Nonverbal as well as verbal interactions influence decisions.

12. Experienced interviewers rank applicants in the same order, although they differ
in the proportion that will accept. There is a tendency for experienced interviewers to
be more selective than less experienced ones.

Interview: Importance, Types, Process, Methods in HRM

7:14 AM

Posted By Bhim Chimoriya

What is Interview in HRM?
Interview in general is a process of face to face interaction between two parties. Here, interview refers to

the act of getting first hand information regarding candidates by the employer. In selection process,

interview includes two parties, one who wish to get information i.e. employer, called interviewer and next

who gives information i.e. candidate, called interviewee.

Interview thus can be defined as the in-depth conservation between interviewee and interviewer with the

purpose of exchanging information during the course of employee selection.

Also read: Importance of Human Resource Information System, HR Inventory

Interview in selection process, acts as a tool for selecting capable candidates and filter out the least

deserving one. In interview, interviewer ask questions in order to get information regarding general

information, qualification information, skills and experience information, special qualities like

communication skills, leadership skills, motivation skills, logical reasoning, etc. to an interviewee i.e.

candidate who provides information to the interviewer as effectively as possible. Interview facilitates for

selecting most suitable candidates among all other.

Interview is the direct communication between employer and prospective employee to get additional

information than provided in bio-data. This provides an opportunity to show physical and mental balance

to the employer. Interview can be classified in to different types like structured, semi structured and

unstructured. This can be further be classified in formal and informal, depth, stress and planned

interview.
Importance of Interview in HRM:

Interview verifies the information provided by candidates during the application.

It helps to get some additional information which may have not been included in application form.

It helps to get special skills, qualification and expertise of candidates that may fit to other jobs in

case of emergency.

It helps to known the interpersonal communication skills, situation adaptation skills, problem

solving skills, etc. of candidates.

It helps to know the attitude of candidates towards job and organization.

It helps to know the general interest, hobbies and likes and dislikes of candidates which help to

manage accordingly if they are selected.

It helps to share the organizational working procedures, culture, tradition and working

environment.

Also read: Job Design: Process, Benefits or Objectives, Methods in HRM

Types of Interview in HRM:

Interview can be classified into various bases. Most popularly they can be classified into structured,

unstructured and semi structured on the basis of types of questions to be asked in the interview. They are

discussed below:

1. Structured Interview:

Under structured interview, a set of questions in prepared including job responsibility and personal

interests. All the questions from the set should be asked to each candidate interviewee. Along the set of

questions, evaluation scheme of the response or answer of respondents is also prepared. Normally, a
print checklist can be used to rate the response of candidates. This type of interview is appropriate if there

are maximum candidates to be interviewed and information regarding past performance are more

important. Some of the questions can be as follows:

Also read: Job Analysis: Purpose, Process, Methods, Techniques, Outcomes in HRM

Why do you want to join this organization?

What is the reason for leaving the previous organization?

What are your major strengths?

What do you want to join this job?

Can you accept any changes in job responsibilities?

What do you do if your job is transferred?

What are your career goals? etc.

This interview does not facilitate to access the interpersonal skills. Structured interview can further be

divided into behavioral interview and situational interview. Behavioral interview focuses on past behavior

of candidate whereas situational interview focuses on the candidate's expected future activities on the

job. Structured interview has high reliability and validity.

Also read: Recruitment: Sources, Process, Methods in HRM

2. Unstructured interview:

This interview is also called non directive approach. Under unstructured interview, questions for interview

are not prepared in an advance. Only general outline and guideline for interview are known but
interviewer remain free for ask the questions. After starting interview, interviewers ask question as the

environment of interview gets changed. This creates the situation of asking different questions to different

candidates. Questions of such interview are created through the response of same questions from

different candidates to compare their intellect, communication skills, etc. to compare them. But, this helps

to observe the individual capacity and intelligence for handling the instant problems.

Also read: Employee Selection Process, Methods and Test in HRM

This interview takes more time so this is not suitable in case of large number of candidates. Likewise,

more important job related questions may not be explored during the interview as the questions emerge

by interview environment. Unstructured interview has low reliability and validity.

3. Semi structure interview:

This is also known as mixed interview as it considers content of both structure and unstructured interview.

Semi-structure interview contains only few pre-determined questions for basic information. Remaining

questions may be asked on the basis of environment of interview. Normally, job specific questions are left

flexible. This interview is normally lengthy as interviewee has to respond both structured and unstructured

questions.

This is the most popularly used interview as it provides information to compare candidates as well as job

specific information. This interview has moderate reliability and validity.

Methods of Interview in HRM:

On the basis of how many interviewers and/or interviewees are included in interview, interview methods

can be following three types:

1. One on one Interview:

In this interview, only one interviewee is taken at a time by an interviewer. This means only one candidate

is interviewed by a interviewer at a time one after another. Interviewees need to face interview with

different interviewer one after another. For example, candidate has to face first interview with human

resource manager, then with marketing manager and then with production manager, then finally with

senior manager. This interview takes more time but different expert ask specific question from their area

so candidates can be judged in each area of job. This method is common in selecting managerial level

employees.

Also read: Socialization: Purpose or Importance and Process in HRM

2. Panel interview:

In this method, a group of expert interviewer is prepared from different area of specialization. Such group

of expert is called panel. Panel is to be led by one member as chairperson. Each candidate needs to face

the group of expert panel individually. Each member of panel ask question from their respective area of

specialization and evaluate candidate's response individually. One member can be prepared while giving

the response of other interviewer by the candidate. This helps interviewers to coordinate their effort within

the interview therefore this method takes less time. This method is beneficial in case of information

regarding situational adaptation and stability of candidates is to be judged.

3. Group interview:

In this method, a group of candidates are interviewed at a time. In such interview, all the candidates get

common questions, case or event. They present their answer or solution after group discussion one by

one. Interviewers evaluate answers, logic or solution. In this method, interviewers do not concern about

what the answers given but they care about how they give the answer. Leadership capacity, problem

identification skills, convincing power, self confidence and energy level, habit of listening and accepting

the others logic, capacity to manage stress, etc. are judged by the interviewers.
Also read: Learning: Principles, Process, Elements in HRM

Interview Process in HRM:

Interview is a selection process in which most capable candidates are identified on the basis face to face

interaction. It is based on oral conversation. It is to be effective otherwise wrong candidate may be

selected and right candidate may be rejected. To be an effective interview, it has to follow certain stages

as follows:

1. Interview planning:

This is the first step in interview process. In this planning process all the pre-requisites are set up.

Following activities are conducted in this stage:

Revision of job description, job specification and job application.

Setting types of interview i.e. deciding structured, unstructured and semi structured interview.

Setting questions to be asked if structured and semi structured interview are set.

Deciding method of interview i.e. one on one, panel or group interview.

Setting interviewers panel appointing them from different area of specialization depending upon

the job description and job specification.

Fixing the place and arranging the physical facilities like evaluation sheets, pencils, files, etc.

Setting interview schedule for different candidates.

Call the candidates according to the schedule.

Also read: Human Resource Development: Features, Importance, Mechanisms

2. Conducting interview:

In this stage, interview is conducted according to schedule. Interviewer should be careful to make the

interview environment congenial. Candidates should get enough opportunity to express their response.

Following activities are the major activities of conducting stage:

Welcoming the candidates are most possibly, introducing interview panel with candidate.

Initiating the interview with the general question of self introduction of candidate.

Questions are to be asked turn by turn by interviewers. Candidate should get the maximum

chance to give response.

Response of each question is recorded carefully.

3. Termination of interview:

This step consists of closing the interview. After getting or asking all the questions designed to interview,

interview should be stopped. While closing the interview, interviewer should not forget to thank the

candidate. They should have to provide positive hope to the candidate. They must inform that candidate

will be called for the next step if she/he is selected.

Also read: Training in HRM: Importance, Process, Methods, Essentials

4. Evaluating interview:

After termination of interview, interviewers must review the interview. In this step, interviews evaluate the

response of interviewee. They evaluate and rate the answers, appearance, impression, and attitude and

information exchange capacity of candidate. For evaluation, they may use grading system like A, B, C, D

or point system out of the assigned full marks. Rating in point is more common.
Limiting factors of Interview in HRM:
Interview is the most influencing step in selection process. Successful candidates in interview, is normally

selected for the job. This means interview is the crucial step in selecting right man at right job. There may

be some hurdle or limitations which make the interview less effective. Some of the are as below:

1. Snap Judgement:

It is very common proverb that first impression is the last impression. This is perfectly applicable in

interview. Interviewers make their judgement in the first look. Such judgements do not depend in factual

information. And the decisions made in such snap judgement may be wrong.

2. Halo effect:

Halo effect is the tendency of making decisions on the basis of single trait or characteristic. Interviewers

make decision of like or dislike on the basis of dress up, walking style, hair style, facial expression, etc.

which may not judge the actual skills, experience or job related qualities. This reduces the effectiveness

of the interview.

Also read: Human Resource Planning: Need and Importance, Characteristic/Features

3. Contrast effect:

This is the tendency of making decision on the basis of previous candidate. This means the interviewers

make decisions regarding like or dislike on the basis of the presentation of previous candidate. For

instance, if the previous candidate has not presented well and comparatively the present candidates

presents better, then the present candidates gets some sympathy marks as well.

4. Pressure:

Pressure from top level management, investors, board of directors, politician, bureaucrats, and other

pressure groups or individual to the interviewers also affect the evaluation decision. They must make

favorable decision for the candidates of pressure group or individual. Because of this qualified candidates

may be rejected and less qualified candidates may be accepted.

5. Personal biases:

Interviewers in most of cases may have some strong beliefs. Such believes makes them personal

biasness. Such biases may also affect negatively. For example, some may be strong feminist, some may

be anti-feminist, anti-black, anti-ethnic etc., they choose the candidates on the basis of their favored.

6. Emphasis on negative factors:

Some interviewers may give over emphasis on negative factors only. If they find such negative factors in

candidates, they reject them whatever positive qualities may be present in them. This increases the

chance to reject right man.

7. Lack of Knowledge:

In some cases, interviewers may have very little or no knowledge relating to job responsibilities. In such

situation, they don't known what is right or wrong response of the candidates. This also produces the

wrong decision.

Job Analysis HR managers use the data to developThe process of obtaining information
about jobs by determining what the duties, tasks, or activities of jobs are
job descriptions and job The ultimatespecifications that are the basis for recruitment,
training, employee performance appraisal and career development

Job Analysis:

Job analysis refers to the process of collecting information about a job. In other
words, it refers to the anatomy of the job. Job analysis is performed upon ongoing
jobs only. It contains job contents. For example, what are the duties of a supervisor,
grade II, what minimal knowledge, skills and abilities are necessary to be able to
adequately perform this job? How do the requirements for a supervisor, grade II,
compare with those for a supervisor, grade I? These are the questions that job
analysis answers.
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Let us consider a few important definitions of job analysis.

According to Jones and Decothis Job analysis is the process of getting information
about jobs: specially, what the worker does; how he gets it done; why he does it;
skill, education and training required; relationship to other jobs, physical demands;
environmental conditions.

Edwin B. Flippo has defined job analysis as the process of studying and collecting
information relating to the operations and responsibilities of a specific job. The
immediate products of this analysis are job descriptions and job specifications.

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In the opinion of Herbert G. Hereman III, et. al., A job is a collection of tasks that
can be performed by a single employee to contribute to the production of some
product or service provided by the organisation. Each job has certain ability
requirements (as well as certain rewards) associated with it. Job analysis is the
process used to identify these requirements. Now, job analysis can be defined as
an assessment that describes jobs and the behaviours necessary to perform them.

There are two major aspects of job analysis:

These are:
1. Job Description

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2. Job Specification

A brief description of these follows:

Job Description:

Job description is prepared on the basis of data collected through job analysis. Job
description is a functional description of the contents what the job entails. It is a
narration of the contents of a job. It is a description of the activities and duties to be
performed in a job, the relationship of the job with other jobs, the equipment and
tools involved, the nature of supervision, working conditions and hazards of the job
and so on.

All major categories of jobs need to be spelled out in clear and comprehensive
manner to determine the qualifications and skills required to perform a job. Thus, job
description differentiates one job from the other. In sum, job description is a written
statement of what a job holder does, how it is done, and why it is done.

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Purposes of Job Description:

Job description is done for fulfilling the following purposes:
1. Grading and classification of jobs

2. Placement and Orientation of new employees

3. Promotions and transfers

4. Outlining for career path

5. Developing work standards

6. Counselling of employees
7. Delimitation of authority

The contents of a job description are given in Table 5.1.

Job Specification:

While job description focuses on the job, job specification focuses on the person i.e,
the job holder. Job specification is a statement of the minimum levels of
qualifications, skills, physical and other abilities, experience, judgment and attributes
required for performing job effectively. In other words, it is a statement of the
minimum acceptable qualifications that an incumbent must possess to perform a
given job. It sets forth the knowledge, skills and abilities required to do the job
effectively.

Job specification specifies the physical, psychological, personal, social and

behavioural characteristics of the job holders. These contents of the job specification
are contained in Table 5.1.

Usages of Job Specification: The usages of job specification include:

1. Personnel planning

2. Performance appraisal

3. Hiring

4. Training and development

5. Job evaluation and compensation

6. Health and safety

7. Employee discipline

8. Work scheduling
9. Career planning

Contents of Job Description and Job Specification:

The contents of job description and job specification are presented in the following
Table 5.1.

Job Evaluation:

Job evaluation is a comparative process of establishing the value of different jobs in

a hierarchical order. It allows one to compare jobs by using common criteria to
define the relationship of one job to another. This serves as basis for grading
different jobs and developing a suitable pay structure for them.

It is important to mention that job evaluation cannot be the sole determining factor
for deciding pay structures because job evaluation is about relationships, and not
absolutes. The techniques used for job evaluation include ranking, job classification,
points rating, etc.
Why job analysis? (Uses):

Job analysis is useful for overall management of all personnel activities.

The same is specified as follows:

1. Human Resource Planning:

The estimates the quantity and quality of people will be required in future. How many
and what type of people will be required depends on the jobs to be staffed. Job-
related information available through job analysis is, therefore, necessary for human
resource planning.

2. Recruitment and Selection:

Recruitment succeeds job analysis. Basically, the goal of the human resource
planning is to match the right people with the right job. This is possible only after
having adequate information about the jobs that need to be staffed. It is job analysis
that provides job information. Thus, job analysis serves as basis for recruitment and
selection of employees in the organisation.

3. Training and Development:

Job analysis by providing information about what a job entails i.e., knowledge and
skills required to perform a job, enables the management to design the training and
development programmes to acquire these job requirements. Employee
development programmes like job enlargement, job enrichment, job rotation, etc.

4. Placement and Orientation:

As job analysis provides information about what skills and qualities are required to
do a job, the management can gear orientation programmes towards helping the
employees learn the required skills and qualities. It, thus, helps management place
an employee on the job best suited to him/her.
5. Job Evaluation:

The job evaluation refers to determination of relative worth of different jobs. It, thus,
helps in developing appropriate wage and salary structures. Relative worth is
determined mainly on the basis of information provided by job analysis.

6. Performance Appraisal:

Performance appraisal involves comparing the actual performance of an employee

with the standard one, i.e., what is expected of him/her. Such appraisal or
assessment serves as basis for awarding promotions, effecting transfers, or
assessing training needs. Job analysis helps in establishing job standards which
may be compared with the actual performance/contribution of each employee.

7. Personnel Information:

Increasing number of organisations maintain computerised information about their

employees. This is popularly known as Human Resource Information System
(HRIS). HRIS is useful as it helps improve administrative efficiency and provides
decision support^ Information relating to human resources working in the
organisation is provided by job analysis only.

8. Health and Safety:

Job analysis helps in identifying and uncovering hazardous conditions and unhealthy
environmental factors such as heat, noise, fumes, dust, etc. and, thus, facilitates
management to take corrective measures to minimise and avoid the possibility of
accidents causing human injury

Process of job analysis:

Job analysis is as useful is not so easy to make. In fact, it involves a process.

Though there is no fool-proof process of making job analysis, following are

the main steps involved in job analysis:
1. Organisational Job Analysis:

Job analysis begins with obtaining pertinent information about a job. This, according
to Terry is required to know the makeup of a job, its relation to other jobs, and its
contribution to performance of the organisation.

Such information can be had by dividing background information in various forms

such as organisation charts i.e., how the particular job is related to other jobs; class
specifications i.e., the general requirement of the job family; job description i.e.,
starting point to build the revised job description, and flow charts i.e., flow of
activities involved in a particular job.

2. Selecting Representative Jobs for Analysis:

Analysing all jobs of an organisation is both costly and time consuming. Therefore,
only a representative sample of jobs is selected for the purpose of detailed analysis.

3. Collection of Data for Job Analysis:

In this step, job data features of the job and required qualifications of the employee
are collected. Data can be collected either through questionnaire, observation or
interviews. However, due care should be taken to select and use the method of data
collection that is the most reliable in the given situation of the job.

4. Preparing Job Description:

The job information collected in the above ways is now used to prepare a job
description. Job description is a written statement that describes the tasks, duties
and responsibilities that need to be discharged for effective job performance.

5. Preparing Job Specification:

The last step involved in job analysis is to prepare job specification on the
basis of collected information. This is a written statement that specifies the
personal qualities, traits, skills, qualification, aptitude etc. required to
effectively perform a job. The job analysis process discussed above is now
delineated in Figure 5.1.

What Is a Job?

A group of homogeneous tasks related by similarity of functions.

When performed by an employee in an exchange for pay, a job consists of duties, responsibilities, and tasks (perf
specific, and (2) can be accomplished, quantified, measured, and rated. From a wider perspective, a job is synony
and social aspects of a work environment. Often, individuals identify themselves with their job or role (foreman,
motivation from its uniqueness or usefulness.

Job Analysis

Job analysis, contains a simple term called "analysis", which means detailed study or examination of something (
(job). therefore job analysis is to understand more about a specific job in order to optimise it. Job analysis is a sy
information pertaining to a job. Job analysis is done by job analyst who is an officer have been trained for it.

Job analysis is a procedure through which you determine the duties and responsibilities, nature of the jobs and fin
knowledge to be required for an employee to perform particular job. Job analysis helps to understand what tasks
Job analysis forms basis for later HR activities such as developing effective training program, selection of emplo
and assessment of employees ( performance appraisal)and employee remuneration system or compensation plan.

One of the first industrial-organizational psychologists to introduce job analysis was Morris Viteles. In 1922, he u
for a trolley car company. Refernce:http://en.wikipedia.org/wiki/Job_analysis.

The intention behind job analysis is to answer questions such as:

what is the need of the job to exist?

What physical and mental activities does the worker undertake?

When is the job to be performed?

Where is the job to be performed?

How does the job performed by an employee?

What qualities and qualifications are required to perform the job?

Job analysis is a detailed examination of

(1) tasks that make up a job (employee role),
(2) conditions under which an employee performing his/her job, and
(3) what exactly a job requires in terms of aptitudes (potential for achievement), attitudes (behavior characteristic
qualifications and the physical working condition of the employee.

Its objectives include

(a) to determine most effective methods for performing a job.
(b) to increase employee job satisfaction.
(c) to identify core areas for giving training to employees and to find out best methods of training.
(d) development of performance measurement systems, and
(e) to match job-specifications with employee specifications while selection of an employee.

Definitions of Job Analysis

Some important definitions of job-analysis are as under :

Harry L. Wylie. "Job analysis deals with the anatomy of the job.....This is the complete study of the job embody
including the duties and responsibilities involved in its performance; the conditions under which performance is
qualifications required in the worker; and the conditions of employment such as pay, hours, opportunities and pri

In the words of Dale Yoder. "A Job is a collection of duties, tasks and responsibilities which are assigned to an in
assignment"

According to Michael J. Jucius, "Job analysis refers to the process of studying the operations, duties and organis
specification or, as they are called by some job description"

In the words of Edwin B. Flippo, "Job analysis is the process of studying and collecting information relating to t
specific job "

According to Blum, "A job analysis is an accurate study of the various components of a job. It is concerned not
conditions of work, but also with the individual qualifications of the worker."

According to John A Shubin "Job analysis is the methodical compilation and study of work data in order to defi
manner as to distinguish it from all others."

In the words of Scott, Clothier and Spriegel, "Job analysis is the process of critically evaluating the operations,

In simple words Job analysis is a formal programme which examines the tasks, duties and responsibilities contain

Before the recruitment process, job analysis takes plac

Job Descriptions and Job Specifications >>

Facts [+]

The U.S. Department of Labor publishes The Occupational Outlook Handbook every two years. The handbook is
information for hundreds of various jobs. Information subjects include required job training and education, earnin
on the job, and working conditions.

PROCEDURE FOR JOB ANALYSIS

Job analysis is done by using two approaches one is work oriented approach and second one is employee oriented

1. work oriented approach

this approach focus on the actual task involved in a Job. this approach mainly concentrate on duties, functions an

Example
Job of court manager at Courts (judiciary), task oriented approach of job analysis statement include

The Court Manager shall function under the control and guidance of the Chief Justice in the High Court,
district Courts.

He shall work on policies and standards, based on applicable directives of superior Courts, establish the p
(including on timeliness, efficiency; quality of Court performance; infrastructure; and human resources; a
Court management and case management.

He will carry out an evaluation of the compliance of the directives of the Court with such standards; ident
required to achieve compliance, maintain such an evaluation on a current basis through annual updates.

He will in consonance with the rules and policies of the court and in consultation with the stakeholders of
ministerial staff, Executive Agencies supporting judicial functions such as prosecutors/police/ process ser
annually a 5-year court-wise Court Development Plan (CDP), for approval of the court.

He will monitor the implementation of the approved CDP and report to the District Judge and the High C

He will ensure that statistics on all aspects of the functioning of the Court are complied and reported accu
systems established by the High Court.

He will ensure that reports on statistics are duly completed and provided as required.

He will ensure that the processes, procedures, policies and standards established by the High Court for Co
they safeguard quality, ensure efficiency and timeliness and minimize costs to litigants and to the State; a

He will ensure that case management systems are fully compliant with the policies and standards establis
and that they address the legitimate needs of litigants in terms of quality, efficiency and timeliness, costs t
for case management shall be developed by the High Court time to time.

He will ensure that the Court meets standards established by the High Court on access to justice, legal aid
friendly.

He will ensure that the Court meets quality of adjudication standards established by the High Court.

He will ensure that Human Resource Management of ministerial staff in the court comply with the Huma
established by the High Court.

He will ensure that the core systems of the court are established and function effectively (documentation
infrastructure and facilities management; financial systems management (audits, accounts, payments);
 He will ensure that the IT systems of the court comply with standards established by the High Court and a

He will feed the proposed National Arrears Grid to be set up to monitor the disposal of cases in all the Co

The Court Manager shall be responsible in implementation, managing data entry initiation, services roll-o
the respective Districts/High Court.

(xviii) He shall perform all other administrative functions and duties as may be assigned by the Chief Jus
in the District Court from time to time.

(xix) He shall report to the Chief Justice/ District Judge or any other Judge/ officer nominated by the Chie
the duties as assigned to him from time to time.

2. Employee oriented approach

this approach focus on examining of human attributes needed to perform the job perfectly. human attributes have
attitude and other characteristics. Knowledge is the information people need in order to perform the job. Skills are
task. Abilities are the attributes that are relatively stable over time. Other characteristics are all other attributes, u

Example

The Court Manager shall have M.B.A. Degree or Advanced Diploma in General Management from a reco

He shall have minimum 10 years experience in the field of management, experience/training in I.T System
Systems Management.

He shall not be more than 40 years of age.

He should have excellent communication skills.

He should have excellent Computer application skills.

Importance of Job Analysis

Job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and
employee job descriptions are communication tools that are significant in an organization's success.

The main purpose of conducting job analysis is to prepare job description and job specification which would help
a statement of information about duties and responsibilities of a particular job. whereas job specifications is a sta
special qualities, skills and knowledge required for an employee to fit for a job. Therefore job analysis enables re
job, with that, recruiter can easily track candidates who have required qualifications and qualities to perform a jo

Job Analysis can be used to identify areas where an employee needs training, since job analysis make it clear to
responsibilities of a job. Besides, it provides information to develop suitable training material for a job to be per
his training.

Compensation management/salary administration is one of core HR functions. salary for a job is decided on ski
qualification and experience level/seniority, altogether, called as compensable factors, which could be known by
method to determine value of job that is called as job evaluation which is part of job analysis. Job evaluation is p
is to be paid for a job. Job evaluation is mainly used when a specific job or a single job is to be evaluated or when
when there jobs based on projects or piecework. However job analysis has its own importance in concluding com
employee.

No organisation exists without goals and objectives to achieve, performance standards to be maintained by every
employees. These could be cross checked with outcome of job analysis of a job, whether outcome of job analysis
of an organisation or not, performance standards are being maintained or not and reviewing employee performan

Job Analysis can be used in performance review to identify or develop goals and objectives, performance standar
periods, and duties to be evaluated

An ideal job analysis should include

below listed are areas where job analyst should focus to bring out facts about a job.

Duties and Tasks: The basic unit of a job is the performance of specific tasks and duties. This segment sho
complexity, equipment, standards, etc.

Environment: This segment identifies the working environment of a particular job. This may have a signif
be able to perform a job.

Tools and Equipment: Some duties and tasks are performed using specific equipment and tools. These item

Relationships: The hierarchy of the organization must be clearly laid out. The employees should know wh
to.

Requirements: The knowledge, skills, and abilities required to perform the job should be clearly listed.

There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, qu
both), observation, critical incident investigations, and gathering background information such as duty state

The following are the benefits of job analysis.

1. Organizational structure and design :- Job analysis helps the organization to make suitable changes in
matches the needs and requirements of the organization. Duties are either added or deleted from the job.

2. Recruitment and selection :-Job analysis provides information about what the job entails and what hum
these activities. This information, in the form of job descriptions and specifications, helps management de

3. Performance appraisal and training/development :- Based on the job requirements identified in the jo
program. Training is given in those areas which will help to improve the performance on the job. Similarl
whether the employee is able to work in a manner in which we require him to do the job.

4. Job evaluation :- Job evaluation refers to studying in detail the job performance by all individual. The di

5.

6. s, skills required and on that basis the salary is fixed. Information regarding qualities required, skilled lev
analysis.

7. Promotions and transfer :- When we give a promotion to an employee we need to promote him on the b
future job. Similarly when we transfer an employee to another branch the job must be very similar to wha
we collect information from job analysis.

8. Career path planning :- Many companies have not taken up career planning for their employees. This is
the company. When we plan the future career of the employee, information will be collected from job ana
or advantageous.

9. Labour relations :- When companies plan to add extra duties or delete certain duties from a job, they req
 activity is systematically done using job analysis the number of problems with union members reduce and

10. Health and safety :- Most companies prepare their own health and safety, plans and programs based on j
identifies the risk factor on the job and based on the risk factor safety equipments are provided.

11. Acceptance of job offer :- When a person is given an offer/appointment letter the duties to be performed
information is collected from job analysis, which is why job analysis becomes important.

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Recruitment (hiring) is a core function of human resource management. ...Recruitment refers

to the overall process of attracting, selecting and appointing suitable candidates for jobs
(either permanent or temporary) within an organization.

WHAT IS RECRUITMENT
In human resource management, recruitment is the process of finding and hiring the best and
most qualified candidate for a job opening, in a timely and cost-effective manner. It can also
be defined as the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization.

It is one whole process, with a full life cycle, that begins with identification of the needs of the
company with respect to the job, and ends with the introduction of the employee to the
organization.

When we speak of the recruitment process, we immediately think of activities such as the
analysis of the requirements of a specific job, attracting candidates to apply for that job,
screening the applicants and selecting among them, hiring the chosen candidates to become new
employees of the organization, and integrating them into the structure.

Obviously, the main reason why the recruitment process is implemented is to find the persons
who are best qualified for the positions within the company, and who will help them towards
attaining organizational goals. But there are other reasons why a recruitment process is
important.

To ensure proper alignment of skill sets to

organizational goals.
Through recruitment, organizations make sure that the skill sets of the staff or manpower of the
company remains aligned to its initiatives and goals.
In the event that they notice some positions do not really contribute to the advancement of the
organization towards its goals, then it can take the proper action to correct this, probably through
job redesign, restructuring of the workforce, or conduct of job enrichment programs.

To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best possible candidate for
it, with all the required skills, talents and qualifications of the job. Efficient recruiting, on the
other hand, means that the process has been carried out without incurring a lot of costs on the
part of the organization. By following the process, there is a greater chance that the human
resources department can get the best possible person for the job.

Organizations may carry out their hiring processes their own way, but without a system or set
guidelines in place for its conduct and implementation, there is a risk that the company may
incur more expenses than necessary.

The company will also end up wasting its resources if the wrong or unqualified person was
actually hired. Not only will this create problems for the company in the long run, particularly in
the attainment of its goals, but it would mean that the organization would also have wasted its
resources in training an employee that is not right for the job after all.

To ensure compliance with policies and laws.

There are various rules, laws and regulations that organizations must adhere to when it comes to
its human resources management. Equal opportunity employment and non-discrimination in
hiring are two of them. By following a recruitment process, the chances of the organization
violating these policies will be low.

This is how you can create your employer value proposition and convince talent to join your
company.

FACTORS THAT INFLUENCE

RECRUITMENT
Recruitment is affected by several factors. These factors play a big part on whether the
recruitment process will be successful or not.
Size of the organization
A large organization is bound to have a higher demand for new employees. It is bound to look for
more people, since the structure will require more manpower. On the other end of the spectrum, a
small enterprise, like a new company just starting its operations, will require only a lean staff.

Comparing the two, it is clear that the smaller enterprise will have a simpler, more
straightforward and shorter recruitment process, conducted by only one or two people. The larger
organization, however, will have a lengthier and more complex recruitment process, one where
several members of the organization will take part in.

Current employment conditions in the economy

Try comparing employment opportunities in a country with a developed economy with that of an
underdeveloped one. An organization operating in an underdeveloped economy may have
difficulty finding the candidates with the talents and skills it requires.

The availability of prospective talents is one huge issue with respect to the economy that an
enterprise belongs to. The company will have to design and implement its recruitment process in
a way that will address this issue.

Salary structure of the organization

Say one company is known to provide higher salaries and wages to its employees. Once it
advertises its open position, candidates are likely to line up submitting their resumes. However, a
company known to be quite stingy with its wages will have more difficulty recruiting top talents.

In addition, it may even have problems keeping or retaining its employees, since no employee
would want to stay for a long time in a company that will not pay him enough for his services.

Working conditions within the organization

Maintaining employees job satisfaction is one way for organizations to keep its employees, and
attract new ones.

Prospective candidates will first look for work in companies or organizations that are known to
provide good working conditions and looks out for the health and well-being of their employees.

Growth rate of the organization

There are organizations that grow at a fast rate, which means that they will require new
employees from time to time. However, there are also organizations that do not grow as much, or
even at all. The only time that these organizations with low growth rates are likely to recruit new
employees would be when the old ones retire or resign.

Before we fully launch into the recruitment process, let us address one question first: who
conducts the recruitment process?

The answer is largely dependent on the size of the organization, as well as its culture and
practices. Large companies have their own human resource departments, where they have in-
house hiring managers. They may also acquire the services of third-party and independent human
resource professionals and recruitment agencies.

Follow this recruiting tips for startups and SMEs.

THE RECRUITMENT PROCESS

Organizations, depending on their structure and specific needs, may have special procedures that
they integrate into their recruitment process. For purposes of discussion, however, we will take a
look at the general approach of a recruitment process, one that is used by most organizations or
companies across various industries.

Many say that recruitment begins when the job description is already in place and the hiring
managers begin the process of actually looking for candidates. However, if we are looking at it
more holistically, the process begins way earlier than that.

Prior to the recruitment process, the organization must first identify the vacancy and evaluate the
need for that position. Will the organization suffer if that vacancy is not filled up? Is there really
a need for that open position to be occupied by someone? If the answer is affirmative, then you
can proceed to the recruitment.

Step 1: Conduct of a job analysis

Basically, this step will allow the human resources manager, hiring manager, and other members
of management on what the new employee will be required to do in the position that is currently
open for filling up. This has to be done in a systematic manner, which is what the job analysis is
for.

According to human resource managers, the position or job description is the core of a
successful recruitment process. After all, it is the main tool used in developing assessment tests
and interview questions for the applicants.

What does this stage entail?

 a. Build a job description.
Before anything else, the organization must first know exactly what it needs. Or who it needs. It
could be that the organization deemed a need for a job that is not included in the current roster of
jobs. Hence, the need to create a new one.

Job analysis involves identification of the activities of the job, and the attributes that are needed
for it. These are the main parts that will make up the job description. This part has to be done
right, since the job description will also be used in the job advertisement when it is time to
source out talents.

The job description generally includes the following:

Title and other general information about the position

Purpose of the position in the unit, department, and organization as whole

Essential functions of the job or position

Minimum requirements or basic qualifications

b. Review the job description.

Once the job description has been created, it is a good idea to review it for accuracy, and to
assess whether it is current or not. Also, in cases where job descriptions are already in place,
there is a need to revisit them and check their accuracy and applicability with respect to the
status quo. What if the job description is already outdated? A review will reveal the need to
update the job description, for current applicability.

There are three positive outcomes from conducting a review of the job description:

To ensure continuous improvement of the organizational structure. This can be an efficient way
of conducting organizational audit, to determine which jobs are redundant and thus no longer needed,
and which ones are needed.

To evaluate competencies for each position. Jobs evolve. In as much as circumstances and work
conditions change, so will the requirements for the job. It is possible that a job may require a new
competency from the worker that it did not need before. By evaluating the competencies, the impact of
the job within the organizational structure is ensured.

To evaluate the wages or compensation for each position. Without management knowing it,
the worker or employee performing a specific job may be undercompensated, leading to dissatisfaction.
By reviewing the job description, management can assess whether the job is getting paid an amount that
is commensurate to the skills and competencies required.
Finally, you should then have an effective job description ready for attracting talent.
 c. Set minimum qualifications for the employee who will
do the job.
These are the basic requirements that applicants are required to have in order to be considered for
the position. These are required for the employee to be able to accomplish the essential functions
of the job. Therefore, they should be relevant and directly relate to the identified duties and
responsibilities of the position.

The organization may also opt to include other preferred qualifications that they are looking for,
on top of the minimum or basic qualifications.

d. Define a salary range.

The job must belong to a salary range that is deemed commensurate to the duties and
responsibilities that come with the position. Aside from complying with legislation (such as laws
on minimum wages and other compensation required by law), the organization should also base
this on prevailing industry rates.

For example, if the position is that of a computer programmer, then the salary range should be
within the same range that other companies within the same industry offer.

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that there is an open
position, and that they are looking for someone to fill it up.

Before advertising, however, the organization must first know where to look for potential
candidates. They should search out the sources where the persons that can potentially fill the job
are going to be available for recruitment. That way, they will know where to direct their
advertising efforts.

Various methods are employed by organizations in order to advertise the open position.

Networking. Word-of-mouth is the best form of advertising, and when it takes the form of
networking, it becomes more effective. In recruitment, this is often done through representatives of the
company attending college and career fairs, letting them know about the opening in their organization.
This is a tactic employed by large software and tech companies that want to hire fresh, young and
brilliant minds into their organization. They personally visit colleges, targeting the top students. They also
use their connections within the industry to attract the attention of talents with the highest potential.

Posting. Recruitment often involves the application of candidates both from within and outside
the company. Thus, in order to attract the best possible talents, it is recommended that the posting of
 the open positions be made internally and externally. Internal posting usually takes the form of the
vacancy announcement being displayed in bulletin boards and other areas within the business premises
where the employees and visitors to the company are likely to see it. Posting externally may be in the
form of flyers being distributed, or vacancy notices being displayed in other areas outside of the business
premises. Companies with websites often post open positions on their company site, while some also
use job boards.

Print and media advertising. One classic example of this would be the Classifieds section of the
local daily or weekly newspaper. Companies looking for people to fill up open positions make the
announcement in the newspapers, providing the qualifications and the contact details where
prospective applicants may submit their application documents. When trying to attract the attention of
suitable candidates, the organization makes use of various tools and techniques. If it wants to get the
best candidates, then it should not be haphazard about things.

Developing and using proper techniques. The company may include various offerings in order to
attract the best candidates. Examples are attractive salaries, bonus and incentive packages, additional
perks and opportunities that come with the job, proper facilities at work, and various programs for
development.

Using the reputation of the company. Perhaps the best publicity that the company can use to
attract candidates is its own reputation in the market. If the company is known for being a good
employer one that aids in its employees personal and professional growth and development then it
is a good point for the company to capitalize on in advertising its open positions.

Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the most amount of work.
This is where the applicants skills and personalities are going to be tested and evaluated, to
ascertain whether they are a good fit for the job and its description.

Preliminary screening. It is often the case, especially in large organizations, where one open
position will receive hundreds to thousands of applications from candidates. In an ideal world, it would
be good for the hiring managers to be able to interview each and every single one of them. However,
that is also impractical, and very tedious. Not really advisable, especially if the organization is in need of
manpower in the soonest possible time. Thus, there is a need to shorten the list of candidates, and that
is done through a preliminary screening. Usually, this is conducted by going through the submitted
resumes and choosing only those that are able to meet the minimum qualifications. It is possible that
this would shorten the list of applicants, leaving a more manageable number.

Initial interview. The candidates who were able to pass the preliminary screening will now
undergo the initial interview. In most cases, the initial interview is done through phone. There are those
who also conduct interviews through videos using their internet connection. Often a basic interview, this
may involve the candidates being asked questions to evaluate or assess their basic skills and various
personal characteristics that are relevant to the open position.
 Conduct of various tests for recruitment. The hiring managers may conduct tests on the skills of
the candidates and how they use these skills and talents. Other tests that are often employed are
behavioral tests and personality assessment tests.

Final interview. Usually depending on the number of candidates for the job, and the preference
of the hiring managers and senior management, a series of interviews may be conducted, gradually
narrowing down the list of candidates. This may go on until the company has finally come up with a
shortlist of candidates that will undergo a final interview. Often, the final interview requires a face-to-
face meeting between the candidate and the hiring managers, as well as other members of the
organization. Top management may even be involved during the final interview, depending on the job or
position that will be filled up.

Selection. In this stage, the hiring managers, human resources representatives, and other
members of the organization who participated in the process meet together to finally make a selection
among the candidates who underwent the final interview. During the discussion, the matters considered
are:

o Qualifications of the candidates who were able to reach the last stage of the screening
process

o Results of the assessments and interviews that the final pool of candidates were
subjected to
There will be no problem if they have a unanimous decision on the candidate that the job will be
offered to. In case of varying opinions, the majority will prevail.

If they do not arrive at a decision, there may be a need to restart the recruiting process, until such
time that they are able to reach a decision that everyone will be satisfied with.

Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of the pool of
applicants. It is now time for the organization to offer the job to the selected applicant.

Making the offer: To make things more formal, a representative of the company or of the human
resources department will contact the candidate and inform him that he has been selected for the job. In
this stage, complete details of the compensation package will also be made known to the applicant.

Acceptance of the offer by the applicant: The applicant should also communicate his
acceptance of the offer for it to be final. Take note that, if the selected applicant does not accept the job
offer and declines it, the recruitment process will have to start all over again.
 Step 5: Introduction and induction of the new
employee
The moment that the applicant accepted the job offer, he has officially gone from being an
applicant to an employee of the organization. The induction process will now begin.

Usually, the beginning of the induction process is marked by the signing of the employment
contract, along with a welcome package given to the new employee. The date for the first day
that the employee will have to report for work and start working in the company will be
determined and communicated to the newly hired employee.

However, it doesnt end there. The employee will still have to undergo pre-employment
screening, which often includes background and reference checks. When all these pre-
employment information have been verified, the employee will now be introduced to the
organization.

BEST PRACTICES IN
RECRUITMENT
Establish a well-planned recruitment process
and follow it
A process, no matter how well-planned and well-documented, will only be successful if it is
actually followed. After all, it is just like any other business process. In fact, the Recruitment
Process Outsourcing Association (RPOA) compared the recruitment function to a sales
function, saying that the two are similar, except for the fact that what is being sold is not a
product or a service, but the idea of a position or a job.

Invest in highly-skilled recruiters and keep training them: If the organization has its own human
resources team put in charge of the recruitment process, then it is important that the best people are
chosen to carry out the tasks and functions. Make sure that the recruiters made as part of the team
possess the skills and talents required. The organization should also ensure the continuous development
of these recruiters by training them and providing opportunities to grow and hone their skills.

Establish a strong relationship with hiring managers and recruitment specialists: If you acquire
the services of hiring managers and recruitment specialists and consultants in your recruitment, then
make sure that you build and maintain a solid and positive relationship with them. This will motivate
them to carry out your recruitment process effectively and efficiently, ensuring the quality of hire.
 Set up a Careers Website
These days, most business transactions are conducted using the Internet. Thus, it will be to the
organizations advantage to have its own careers website, where all recruiting processes will be
conducted from. For starters, it is a good place to post vacancies or job openings. It is also an
excellent platform for the company to establish its reputation as a potentially good organization
to work for.

Oracle named five benefits to having a careers website:

Savings on the conduct of staffing processes, particularly on labor and time

Savings on sourcing since the candidates will be the ones to approach the company

Enhancement of company brand and reputation

Improved candidate quality, thereby improving the quality of hired employees

Savings on opportunity costs, thanks to the streamlining of the recruiting process

Use smart sourcing tools and technologies

Companies spend a lot of money on talent acquisition, particularly on sourcing and attracting top
candidates. By using smart sourcing technologies and other tools, the costs can be cut down, and
small businesses can be competitive in its recruitment process, even with the threat of larger
companies looming over them.

The general perception is that the larger companies have greater chances of attracting the best
talents, precisely because they have more resources at their disposal, and have access to more
(and better) tools. However, the introduction of smart sourcing technologies leveled the playing
field a bit, so that small businesses may also have the same opportunities.

Examples of smart sourcing is the automation of job board and recruitment processes, building
of a talent pool instead of relying on the databases of third-party recruitment agencies and
specialists, and using social media and social networks in the recruitment process. The third one
is of particular note, considering how many people now look for jobs using social media. In fact,
in a study published by Meisha Rouser, it appears that, in 2012, more than 36.6 million workers
or employees found their jobs through various social media platforms such as Facebook, Twitter
and LinkedIn.
 Implement good candidate relationship
management
Once the organization makes its intention to hire employees known, and applicants express their
interest in the position, a relationship has been developed between them. As all relationships in
business go, it must be managed properly.

The short-term objective here is to ensure that the candidates will have a good experience with
the company, even if, in the end, they are not selected for the job. The long-term goal, on the
other hand, is to sustain enduring relationships with the candidates so that, in the future, they will
still be interested in applying for a position in your company. This will also put your organization
in a favorable light for other, future, applicants.

Establish a communications process where the candidates, the employees and the organization
may interact freely and directly.

Allow the candidates to be the one to create and manage their own profiles in your database or
manpower pool.

Provide status updates regularly to the candidates about the hiring process.

Practice compliance management

Not only does the company have to automate and streamline its recruitment process, it should
also see to it that everything is documented and archived properly. This is because the
organization will still be required to comply with certain rules and regulations set forth by
different government and regulatory agencies regarding recruitment and human resource
management.

Automation of reporting procedures. To easily comply with reporting requirements about the
activities involved in the recruitment processes, it would be a good idea to automate how the
information is recorded, maintained, and distributed.

Practice increased transparency. Organizations may be required to properly notify about and
advertise its open positions.

Ensure proper certifications and qualifications. There are positions where the basic
qualifications involve the possession of specific certifications, accreditations or licenses. By conducting
thorough background checks, compliance with these requirements will be facilitated.
Involve employees and other members of the
organization
The organization should encourage involvement of employees in the recruitment process, and
one way to do that is to establish and maintain a strong employee referral program. Instead of
focusing solely on external.

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Employee orientation, also commonly referred to as onboarding or organizational
socialization, is the process by which an employee acquires the necessary skills,
knowledge, behaviors, and contacts to effectively transition into a new organization (or
role within the organization).

Orientation is important because it:

Provides the new employee with concise and accurate information to make
him/her more comfortable in the job;

Encourages employee confidence and helps the new employee adapt faster
to the job;

Contributes to a more effective, productive workforce;

Improves employee retention; and

Promotes communication between the supervisor and the new employee.

Human Resource Management (HRM) is the term used to describe formal systems devised
for the management of people within an organization. The responsibilities of a human
resource manager fall into three major areas: staffing, employee compensation and
benefits, and defining/designing work

The first definition of HRM is that it is the process of managing people in organizations in a structured and
thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the company to round
off the activities. This is the traditional definition of HRM which leads some experts to define it as a modern version of
the Personnel Management function that was used earlier.
The second definition of HRM encompasses the management of people in organizations from a macro
perspective i.e. managing people in the form of a collective relationship between management and employees. This
approach focuses on the objectives and outcomes of the HRM function. What this means is that the HR function in
contemporary organizations is concerned with the notions of people enabling, people development and a focus on
making the employment relationship fulfilling for both the management and employees.

These definitions emphasize the difference between Personnel Management as defined in the second paragraph and
human resource management as described in the third paragraph. To put it in one sentence, personnel
management is essentially workforce centered whereas human resource management is resource
centered. The key difference is HRM in recent times is about fulfilling management objectives of providing and
deploying people and a greater emphasis on planning, monitoring and control.

Whatever the definition we use the answer to the question as to what is HRM? is that it is all about people in
organizations. No wonder that some MNCs (Multinationals) call the HR managers as People Managers, People
Enablers and the practice as people management. In the 21st century organizations, the HR manager or the people
manager is no longer seen as someone who takes care of the activities described in the traditional way. In fact, most
organizations have different departments dealing with Staffing, Payroll, and Retention etc. Instead, the HR manager
is responsible for managing employee expectations vis--vis the management objectives and reconciling both to
ensure employee fulfillment and realization of management objectives.

In conclusion, this article has briefly touched upon the topic of HRM and served as an introduction to HRM. We shall
touch upon the other topics that this field covers in other articles.

Following are the important concepts of Human Resource Management:

Importance of HRM

Scope of HRM

Various Processes in HRM

What is Human Resource Planning ?

The HRM Function

Functions of a Human Resource Manager

Staffing Role of the HR Manager

Human Resource Management:

Meaning, Objectives, Scope and
Functions
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Human Resource Management: Meaning, Objectives, Scope and Functions!

Meaning:

Before we define HRM, it seems pertinent to first define the term human resources.
In common parlance, human resources means the people. However, different
management experts have defined human resources differently. For example,
Michael J. Jucius has defined human resources as a whole consisting of inter-
related, inter-dependent and interacting physiological, psychological, sociological
and ethical components.

According to Leon C. Megginson From the national point of view human resources
are knowledge, skills, creative abilities, talents, and attitudes obtained in the
population; whereas from the view-point of the individual enterprise, they represent
the total of the inherent abilities, acquired knowledge and skills as exemplified in the
talents and aptitude of its employees.

Sumantra Ghosal considers human resources as human capital. He classifies

human capita into three categories-intellectual capitals, social capital and emotional
capital. Intellectual capital consists of specialized knowledge, tacit knowledge and
skills, cognitive complexity, and learning capacity.

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Social capital is made up of network of relationships, sociability, and trustworthiness

Emotional capital consists of self-confidence, ambition and courage, risk-bearing
ability, and resilience. Now it is clear from above definitions that human resources
refer to the qualitative and quantitative aspects of employees working in an
organisation.

Let us now define human resource management.

In simple words, HRM is a process of making the efficient and effective use of
human resources so that the set goals are achieved. Let us also consider some
important definitions of HRM.
According to Flippo Personnel management, or say, human resource management
is the planning, organising, directing and controlling of the procurement development
compensation integration, 4intenance, and separation of human resources to the
end that individual, organisational and social objectives are accomplished.

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The National Institute of Personnel Management (NIPM) of India has defined human
resource/personnel management as that part of management which is concerned
with people at work and with their relationship within an enterprise. Its aim is to bring
together and develop into an effective organisation of the men and women who
make up an enterprise and having regard for the well-being of the individuals and of
working groups, to enable them to make their best contribution to its success.

According to Decenzo and Robbins HRM is concerned with the people dimension in
management. Since every organisation 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 organisation are
essential to achieving organisational objectives. This is true, regardless of the type
of organisation-government, business, education, health, recreation, or social
action.

Thus, HRM can be defined as a process of procuring, developing and maintaining

competent human resources in the organisation so that the goals of an organisation
are achieved in an effective and efficient manner. In short, HRM is an art of
managing people at work in such a manner that they give their best to the
organisation for achieving its set goals.
Objectives:

The primary objective of HRM is to ensure the availability of right people for right
jobs so as the organisational goals are achieved effectively.

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This primary objective can further be divided into the following sub-
objectives:
1. To help the organisation to attain its goals effectively and efficiently by providing
competent and motivated employees.

2. To utilize the available human resources effectively.

3. To increase to the fullest the employees job satisfaction and self-actualisation.

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4. To develop and maintain the quality of work life (QWL) which makes employment
in the organisation a desirable personal and social situation.

5. To help maintain ethical policies and behaviour inside and outside the
organisation.

6. To establish and maintain cordial relations between employees and management.

7. To reconcile individual/group goals with organisational goals.

Werther and Davis have classified the objectives of HRM into four categories as
shown in table 1.2.

Table 1.2: HRM Objectives and Functions:

Scope:

The scope of HRM is, indeed, very vast and wide. It includes all activities starting
from manpower planning till employee leaves the organisation. Accordingly, the
scope of HRM consists of acquisition, development, maintenance/retention, and
control of human resources in the organisation (see figure 1.1). The same forms the
subject matter of HRM. As the subsequent pages unfold, all these are discussed, in
detail, in seriatim.
The National Institute of personnel Management, Calcutta has specified the
scope of HRM as follows:
1. The Labour or Personnel Aspect:
This is concerned with manpower planning, recruitment, selection, placement,
transfer, promotion, training and development, lay-off and retrenchment,
remuneration, incentives, productivity, etc.

2. Welfare Aspect:
It deals with working conditions, and amenities such as canteen, creches, rest and
lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc.

3. Industrial Relations Aspects:

This covers union-management relations, joint consultation, collective bargaining,
grievance and disciplinary actions, settlement of disputes, etc.

Functions:

We have already defined HRM. The definition of HRM is based on what managers
do. The functions performed by managers are common to all organizations. For the
convenience of study, the function performed by the resource management can
broadly be classified into two categories, viz.

(1) Managerial functions, and

(2) Operative functions (see fig. 1.2).

These are discussed in turn.

(1) Managerial Functions:

Planning:
Planning is a predetermined course of actions. It is a process of determining the
organisational goals and formulation of policies and programmes for achieving them.
Thus planning is future oriented concerned with clearly charting out the desired
direction of business activities in future. Forecasting is one of the important elements
in the planning process. Other functions of managers depend on planning function.

Organising:
Organising is a process by which the structure and allocation of jobs are determined.
Thus organising involves giving each subordinate a specific task establishing
departments, delegating authority to subordinates, establishing channels of authority
and communication, coordinating the work of subordinates, and so on.
Staffing:
TOs is a process by which managers select, train, promote and retire their
subordinates This involves deciding what type of people should be hired, recruiting
prospective employees, selecting employees, setting performance standard,
compensating employees, evaluating performance, counseling employees, training
and developing employees.

Directing/Leading:
Directing is the process of activating group efforts to achieve the desired goals. It
includes activities like getting subordinates to get the job done, maintaining morale
motivating subordinates etc. for achieving the goals of the organisation.

Controlling:
It is the process of setting standards for performance, checking to see how actual
performance compares with these set standards, and taking corrective actions as
needed.
(2) Operative Functions:

The operative, also called, service functions are those which are relevant to specific
department. These functions vary from department to department depending on the
nature of the department Viewed from this standpoint, the operative functions of
HRM relate to ensuring right people for right jobs at right times. These functions
include procurement, development, compensation, and maintenance functions of
HRM.

A brief description of these follows:

Procurement:
It involves procuring the right kind of people in appropriate number to be placed in
the organisation. It consists of activities such as manpower planning, recruitment,
selection placement and induction or orientation of new employees.

Development:
This function involves activities meant to improve the knowledge, skills aptitudes and
values of employees so as to enable them to perform their jobs in a better manner in
future. These functions may comprise training to employees, executive training to
develop managers, organisation development to strike a better fit between
organisational climate/culture and employees.

Compensation:
Compensation function involves determination of wages and salaries matching with
contribution made by employees to organisational goals. In other words, this
function ensures equitable and fair remuneration for employees in the organisation.
It consists of activities such as job evaluation, wage and salary administration,
bonus, incentives, etc.

Maintenance:
It is concerned with protecting and promoting employees while at work. For this
purpose virus benefits such as housing, medical, educational, transport facilities,
etc. are provided to the employees. Several social security measures such as
provident fund, pension, gratuity, group insurance, etc. are also arranged.

It is important to note that the managerial and operative functions of HRM are
performed in conjunction with each other in an organisation, be large or small
organisations. Having discussed the scope and functions of HRM, now it seems
pertinent to delineate the HRM scenario in India.