Recruitment

• The process by which a job vacancy is identified and potential employees are notified.
• The nature of the recruitment process is regulated and subject to employment law.
• Main forms of recruitment through advertising in newspapers, magazines, trade papers
and internal vacancy lists.
Definitions:
Job - Consists of a group of tasks that must be performed for an organization to achieve its goals

Position - Collection of tasks and responsibilities performed by one person; there is a position for every
individual in an organization

Job analysis - systematic process of determining the skills, duties, and knowledge required for
performing jobs in an organization

Job description – document providing information regarding tasks, duties, and responsibilities of job

Job specification – minimum qualifications to perform a particular job

Selection

• The process of assessing candidates and appointing a post holder

• Applicants short listed – most suitable candidates selected

• Selection process – varies according to organisation:

• Interview – most common method

• Psychometric testing – assessing the personality of the applicants – will they fit in?

• Aptitude testing – assessing the skills of applicants

• In-tray exercise – activity based around what the applicant will be doing, e.g. writing a letter to a
disgruntled customer

• Presentation – looking for different skills as well as the ideas of the candidate

Discipline

• Firms cannot just ‘sack’ workers

• Wide range of procedures and steps

in dealing with workplace conflict

– Informal meetings

– Formal meetings

– Verbal warnings
 – Written warnings

– Grievance procedures

– Working with external agencies

Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

 Human Resource
Planning
 Recruitment
Job Descriptions  Selection
 Training and
Job Development
Analysis  Performance
Job Specifications Appraisal
 Compensation and
Benefits
 Safety and Health
 Employee and Labor
Relations
 Legal Considerations
Knowledge Skills Abilities  Job Analysis for
Teams

Reasons for Conducting Job Analysis

1. Staffing – would be haphazard if recruiter did not know qualifications needed for job
2. Training and Development – if specification lists a particular knowledge, skill, or ability, and
the person filling the position does not possess all the necessary qualifications, training
and/or development is needed
3. Compensation and Benefits – value of job must be known before dollar value can be placed
on it
4. Safety and Health – helps identify safety and health considerations

5. Employee and Labor Relations – lead to more objective human resource decisions

6. Legal Considerations – having done job analysis important for supporting legality of employment
practices

Types of Data Collected Through Job Analysis

1. Work Activities – work activities and processes; activity records (in film form, for example);
procedures used; personal responsibility
2. Worker-oriented activities – human behaviors, such as physical actions and communicating
on the job; elemental motions for methods analysis; personal job demands, such as energy
expenditure
3. Machines, tools, equipment, and work aids used
4. Job-related tangibles and intangibles – knowledge dealt with or applied (as in accounting);
materials processed; products made or services performed
5. Work performance – error analysis; work standards; work measurements, such as time taken
for a task
6. Job context – work schedule; financial and nonfinancial incentives; physical working
conditions; organizational and social contexts
7. Personal requirements for the job – personal attributes such as personality and interests;
education and training required; work experience
Conducting Job Analysis

The people who participate in job analysis should include, at a minimum:

 The employee

 The employee’s immediate supervisor

 Other key stakeholders in the organization

Job Description

1. Job Identification – job title, department, reporting relationship, and job number or code

2. Job Analysis Date – aids in identifying job changes that would make description obsolete

3. Job Summary – concise overview of job

4. Duties Performed – major duties

5. Job Specification – minimum qualifications person should possess to perform a particular job

6. Expanded Job Description – last duty shown, “And any other duty that may be assigned,” is
becoming THE job description

Job Analysis Methods

1. Questionnaires
2. Observation
3. Interviews
4. Employee recording
5. Combination of methods
6. Planning to have the right

7. people on the “Bus” at the

8. right time.
Strategic Planning & Human Resources Planning

Strategic Planning
The process by which top management determines overall organizational purposes and objectives and
how they are to be achieved.
Succession Planning
Planning to have the right people on the “Bus” at the right time.

Human Resource Planning

The process of systematically reviewing HR requirements to ensure that the required number of
employees, with the required skills, are available when they are needed

Human Resource Planning

Forecasting Comparing Forecasting Human

Human Requirements and Resource Availability
Resource Availability
Requirements

Demand = Surplus of Workers Shortage of

Supply Workers

No Action Restricted Hiring, Recruitment

Reduced Hours, Early
Retirement, Layoff,
Downsizing Selection

Determining Pay Rates

1. Employee compensation

All forms of pay or rewards going to employees and arising from their employment.

2. Direct financial payments

Pay in the form of wages, salaries, incentives, commissions, and bonuses.

3. Indirect financial payments

Pay in the form of financial benefits such as insurance.

Compensation Policy Issues

 Pay for performance

 Pay for seniority

 The pay cycle

 Salary increases and promotions

 Overtime and shift pay

 Probationary pay

 Paid and unpaid leaves

 Paid holidays

 Salary compression

 Geographic costs of living differences

Salary compression

A salary inequity problem, generally caused by inflation, resulting in longer-term employees in a position
earning less than workers entering the firm today.

Equity and Its Impact on Pay Rates

 The equity theory of motivation

– States that if a person perceives an inequity, the person will be motivated to reduce or
eliminate the tension and perceived inequity

Forms of Equity

 External equity

– How a job’s pay rate in one company compares to the job’s pay rate in other companies.

 Internal equity

– How fair the job’s pay rate is, when compared to other jobs within the same company

 Individual equity

– How fair an individual’s pay as compared with what his or her co-workers are earning for the
same or very similar jobs within the company.

 Procedural equity

– The perceived fairness of the process and procedures to make decisions regarding the
allocation of pay.

Methods to Address Equity Issues

  Salary surveys

– To monitor and maintain external equity.

 Job analysis and job evaluation

– To maintain internal equity,

 Performance appraisal and incentive pay

– To maintain individual equity.

 Communications, grievance mechanisms, and employees’ participation

– To help ensure that employees view the pay process as transparent and fair.

Rewards Systems

 The system of pay and benefits used by the firm to reward workers

 Money not the only method

 Fringe benefits

 Flexibility at work

 Holidays, etc.

Measuring performance:

 How to value the workers contribution

 Difficulty in measuring some types of output – especially in the service industry

 Appraisal

– Meant to be non-judgmental

– Involves the worker and a nominated appraiser

– Agreeing strengths, weaknesses and ways forward

to help both employee and organisation