UNIT 2: HUMAN RESOURCE PLANNING AND RECRUITMENT

Job requirement
Concept of job
Job is a vehicles for achieving goals. It link between people and the orgn.. Orgn. employ people because there
is job to be done to achieve goals. Job serve as the source of employment which is offered by the orgn. to the
people. A job can be defined as a group of positions that are similar as to kind and level of work. Orgn. are
composed of different kinds of jobs. Every job has its own kinds of requirements. These requirements are
identified through proper job analysis. Job analysis is the process of studying and collective information relating to
operations and responsibilities of a specific job.
Role of job
Orgn. are human associations for achieving goals. Manager achieves goals by getting the job done. Job is a
set of closely related task carried out for pay. It consists of a group of tasks. Task is a distinct work activity. A job is
the building block of the orgn. structure. It is a group of identical positions within the orgn. Job are dynamic. They
change with time, people, technology and environment. Technological changes have been instrumental in
changing in nature of the job. The role of job are explained as follow:
1. Structural role: Jobs perform a structural role. Job form the basis for the design of orgn. Structure. Jobs are the
reason for the establishment of dept., hiring of employees and establishment of networks of authority-
responsibility relationship. Position-based individuals are assigned jobs in orgn. structure. Jobs perform a
motivational role.
2. Motivational role: Jobs are important to individuals. They influence motivational level of employees. Effective
job designs motivate employees towards higher productivity. Jobs also provide income which fulfill employee
needs and can be intrinsically rewarding. Job in itself is a motivating factor. It facilitates new learning. Rightly
perform job increase organizational effectiveness. Jobs are the foundation of organizational productivity and
employee satisfaction.
3. Interpersonal role: Employees must deal with people inside and outside the orgn. while performing jobs. Jobs
help maintain good human relations through interpersonal relationships. Organizations should develop HRIS
which should contain detailed information about each job. Recently the task based definition of job is shifting
toward process based definition. A process is a collection of activities which cut across traditional functions.
Importance if job
Job has several requirement which an employees needs to satisfy to bring the desired outcome and jobs
should be important to be employees. So, jobs have several roles to employees. A general conclusion is that of
the factor have to be considered while designing the job.
Job design is an important method managers can use to enhance employee performance. A properly designed
job can have a positive impact on the motivation, performance and jb satisfaction of those who perform them.
Poorly designed job can harm motivation, performance and job satisfaction. Job plays an important role to
employees which are as follow:
1. New learning: Well designed jobs allow its employees to feel that they are growing intellectually. In the job
every employees do some job will be learning new experience and knowledge which will enriched job.
2. Direct communication: An enriched job allows the worker to communicate directly with people who use his or
her service.
3. Direct feedback: Individuals should be able to get immediate knowledge of the performance results they have
achieved. Performance evaluation can be designed into the job or it can be provided by a supervisor. Indirect
feedback may distort the communication.
4. Establishing client relationship: A well designed job offers an employee to contact their client directly. The
client can be inside the enterprise or outside the enterprise.
5. Access to resources: A job should allow an employee to a access and control over resources and expenses
that is required to perform that job.
 Relationship of job requirement to HRM function
HRM function re designed according to the needs of job requirements. The basic purpose of job
analysis and job design is to determine job requirement. All these activities demand a various kinds of HRM
functions or activities. The ultimate objective behind doing all the functions is to help the orgn. to achieve its
objective effectively and efficiently and to satisfy the employees needs. Models of job requirement to other
functions are as given below:

Determine HR demand and supply SRTATEGIC HR PLANNING

JOB ANALYSIS AND DESIGN

Determining job requirements and importance

Determine recruitment qualification RECRUITMENT

Provide job duties and job specification for SELECTION

selection process

Determine training needs and develop TRAINING AND DEVELOPMENT

instructional program

Provide performance criteria for evaluating

PERFORMANCE APPRAISAL
employees

Provide basis for determining employee’s rate of

COMPENSATION MANAGEMENT
pay

LABOUR RELATION AND LEGAL

May help to determine bargaining units COMPLAINCE

1. Strategic HR planning: Strategic HR planning is formulating and implementing HR policies and practices that
develop the employee competencies and behaviors the company needs to attain its strategic plans.
Assesses whether orgn. has the right numbers and types of jobs to fulfill its strategy.
Information on jobs is used to examine a company’s organizational structure and strategically position it for the
future.
2. Job analysis and design: Job analysis is a procedure for obtaining relevant job information. It is a process of
determining and reporting required information about a specific job and job design is a continuous efforts to
organize tasks, duties and responsibilities into a unit of work to attain given objectives. It integrates work
contents, reward, qualification required to meet the needs to both employees and the orgn.
Helps coordinate orgn. actions, how work should be divided, which people should do what?
 Helps organize work to make it the most efficient it can be
Process of obtaining information about jobs by determining the duties, tasks or activities of job
Systematically investigating jobs by following a number of predetermined steps specified in advance.
3. Recruitment specification: It is a process of attracting the pool candidate for the vacancy in the orgn. It is the
process to discover the source of manpower to meet the requirement of staffing schedule and to apply effective
measures for attracting that manpower in adequate numbers to facilitate effective selection.
Job specification must determine on the basis of skills needed before they can find capable employees for orgn.
Job specification is the statement of knowledge, skill, and abilities required for the person performing the job
and serve an essential role in the recruiting function.
Qualification will be contained in the notice of job opening.
Job specification provides the basis for attracting qualified applicant and discouraging unqualified ones.
4. Selection description: Selection is basically a process of choosing right applicant best suited for the orgn.
requirement. Objective is to choose individual who possess the necessary skills, abilities and personality to
successfully fill jobs in the orgn.
Job description must clearly state tasks and duties of positions to be filled used in addition to specification to
select employees for jobs
5. Training and Development: Training is a learning experience to achieve desired objective. The objective is to
achieve change in the behavior of those trained and career dev. is a advancement. A profession or lifelong
sequence of jobs.
Orgn. must determine how much it will invest to compensate for discrepancies between needs and
knowledge, skills and abilities (KSA) of new hires.
Discrepancies between KSA of jobholder and requirements in job description provide clues for training needs.
Career development as part of training function is concerned with preparing employees for advancement to
jobs where capabilities will be used to fullest.
6. Performance appraisal: Performance appraisal is systematic formal appraisal (evaluation) of an employees
performance on the job and his potential for assuming future responsibilities
Performance appraisal must be referenced to the requirement of job description.
Can reveal some job requirements that are not completely valid.
Criteria must be specific and job related, otherwise employers can find themselves charged with unfair
discrimination.
7. Compensation Mgmt.: It is an exchange of employee’s effort or work, based on volume of time or value of
production.
Worth of job important factor in determining pay
Worth based on what the job demands of employees in term of skills, effort, responsibility as well as the
condition and hazard under which the work is performed.
8. Labour relation: It is the relationship between the mgmt. and employees, union and mgmt., union and employees
and between the employees themselves.
 Job data must ensure that jobs duties match its job description.
 If vague and unrelated criteria for the above open room for charge of description.
 Collective bargaining mechanism.
 Dispute settlement

JOB ANALYSIS
In an organization, various employees are involved in different jobs. Job analysis involves a formal study of
jobs. The final outcome of job analysis is the predetermination of job description and job satisfaction. Job analysis
is a systematic explanation of the activities with an organization. It defines basic duties, responsibilities,
accountability and qualification needed to accomplish the job.
Job analysis is essential in an organization to determine duties and responsibilities of employees and to
choose right employees for the right job. So, that all employees could direct their activities towards organisational
activities.
According to Decenzo and Robbins “A job analysis is a systematic exploration of the activities within a job. It
involves identifying and describing what is happening on a job.”
 According to Wether and Davis “Job analysis systematically collects, evaluates and organize information
about job”.
From the above concept and definition, we can conclude that job analysis activity includes the preparation of
job description and specification. Job analysis is a process of which information about each activity involved in a
job is systematically observed.
Method of collecting job analysis information
There are various methods for collecting job analysis information. Analysis generally use combination of two
or more methods. Some methods are as follows:
1. Observation method: Using this method, a job analyst watches directly or reviews works on the job. A visual
impression is obtained about the activities, equipment, materials, working conditions and job hazards. This can
be supplemented by the reviews of films of workers while the observation methods provide first hand
information, workers in many cases do not function most effectively when they are being watched. This
distortion in job analysis may occur. This method also requires that the entire range of activities be observable
which is possible for some job but impossible for many.
2. Individual interview method: Under this method, face to face interview of individual is conducted at the work
site to collect information for job analysis. Supervisor can also be interviewed. A check list of question is used
for interview. This method is effective for assessing what a job entitles but it is very time consuming.
3. Group interview method: This is like individual interview method but groups of individuals are interviewed
under this method. By using this method accuracy is increased in assessing job but group dynamics decreases
its effectiveness.
4. Structured questionnaire methods: Under this method, employees are given a list of structured
questionnaires about their job from a long list of possible task items. This method can give better outcome
collecting job analysis information. So, it is most popular method. Disadvantage of this method is job may be
overloaded and feedback is often lacking.
5. Technical conference method: Under this method specific characteristics of a job are obtained from the
“expert”. Specialists and technicians are used for gathering information about job. Although it is good but it
overlooks work perception about what they can do on their job.
6. Dairy method: For this method, employees must maintain their daily to record their daily activities. It provides
up to date information about employees. It is time consuming method. It becomes costly too because
employees have to maintain daily continuously.

Outcome of Job Analysis (Purpose/Component of job analysis)

Job Analysis

Job Description Job Specification Job Performance Standard

Determining relative

` Worth at Job

Job Analysis

1. Job Description: A job description is a written statement of what the job holder does, how it is done and why it
is done. It accurately gives the job contains environment and condition of employment. It is a profile of the job. It
describes job title, duties and responsibilities, authority, accountabilities and job relationships. It is the outcome
of job analysis. It provides enough information to the job incumbent. A job analysis is a foundation for many HR
 practices ranging from recruitment to training programmed. These will normally outline the nature of the tasks
and mention the competencies and skill required for job holders. Job description include following information:
 Title of the job, level of the job (This identifies the job)
 Location of the job (Department, physical location)
 Relationship (Responsible to and responsible for)
 Job summary
 Duties and responsibilities (what the employees do)
 Authority (Right to make decision and give order to subordinate)
 Accountabilities (Answerability for standard of performance )
 Working condition involved in the job
 Machines and materials used
2. Job specification: (Worker’s requirement): It is an overall summary (written) of worker’s requirements. It is a
profile of human characteristics needed for performing the job. On the basis of information acquired through job
analysis, the job specification identifies the knowledge, skills and ability needed to do the job effectively, so that
capabilities and qualifications necessary for performing the job are determined. It helps in the selection of
employees.
Job specification includes the following information:
 Job title
 Education and training (Year of schooling type training)
 Experience (previous job experience in terms of years and nature of organization)
 Appearance (neat and clean)
 Physical health (good health)
 Special abilities( ability to work with others)
 Mental abilities( Judgment and initiatives)
 Skill (communication, computer, driving, report writing etc)
 Maturity( capacity to assumed increased responsibilities)
3. Job performance standard: Job performance standard states an acceptable level of job achievement. They lay
down standards for each job in terms of quality and quantity.
4. Job evaluation: It is the system of determining the relative work to different jobs. Here performance of
employees is evaluated on various basis. Both job description and job specification provide relevant information
for evaluation with a view to fix a salary of a particular job.
5. Recruitment and selection information: Job analysis provides useful information about job which will help for
recruitment and selection of employees. Recruitment requires information like, the number of employees
required methods of attracting attention of qualified candidate source of recruitment etc. By collecting such
information from job analysis selection of employees may be done.
6. Performance appraisal development: performance appraisal is a system set up by the orgn. to regularly and
systematically evaluate employees performance. Information received from job analysis is useful to the HR in
order to design a systematic performance evaluation program.
7. Training and development need: Job analysis of information about employee’s skill, performance and
capabilities can be taken. On the basis of such information orgn. can determine training required for the
employees for better performance as well as development need for managers.
8. Worker Orientation: Worker orientation progress is designed only for workers. These are maintained for
workers. Job analysis information advice them about job related rules and regulation and about companies
policies and practices.
9. Human Resource planning: Since HPR attempts to ensure demand and supply of right number of employees of
the right type and at the right time and place. Information obtained from job analysis is very useful to determine
current future human resource requirement of an orgn.

Job Design
Job design specifies the content of the job and the methods of doing the job. Job design integrates job methods
of doing the job in a way that meets the needs of employer and employees. It is the process of determining specific
tasks to be included in a job and the methods of performing those tasks. The key to successful job deign lies in
balancing the needs of the orgn. and the employees.
A job can be defined as a group of position that are similar as to kind and level of work. A logical sequence of job
analysis is job design. It involves continuous efforts to organize task, duties and responsibilities into a unit of work
to achieve certain objective. It results in a set of purpose, task characteristics and task duties in a given
organizational setting. Job design is based on a set of unique organizational and personal qualities.
According to Decenzo and Robbins “Job design is the way in which job talks are organized into a unit of work”
According to Byars and Rue “Job design is the process of structuring work and designating the specific work
activities of an individual or group of individuals to achieve certain organizational objective.”
Hence, job design affects productivity, costs, quality and effectiveness of an orgn. It also affects the motivation
and job satisfaction of employees. Poorly designed jobs leads to poor productivity, high employees turnover,
absenteeism, grievances, stress, conflicts and indiscipline. Labour relation are also affected by job design. Job
design must change according to time, people and environment.

Methods of job design

A job is a set of tasks performed by one person. Organizational behavior; scholars generally agree that the
deepest passion/ interest for performing a job craze comes from the work/job itself. Some jobs have very few tasks,
each requiring limited skill or effort. But other jobs involve very complex tasks. They require highly trained
employees or technicians. Information technology has transformed many jobs over the past couple of decades. The
ideas offered by social scientists are not always possible. Substantial improvements in job design, which can
benefit the customer, employees and orgn. usually are possible with the use one or more of the following commonly
used job design methods are as follow:
A. Job Design Approaches for Individual
1. Classical approach to job design: It is based on specialization. It uses the principles of scientific mgmt.
Standardization and simplifications are used in job design to ensure specialization. It is suitable for individuals.
These methods are as follows:
i. Work simplification method: The job is simplified by breaking down the tasks of the job. The tasks contained in
one job are assigned to persons. The outcome of work simplification is more specialization. Work
simplification promotes efficiency through specialization and productivity increase. Less trained and low paid
employees can perform the jobs. It is cost effective.
ii. Job rotation: Employees is allowed to move from job to job. The jobs are not changed. Only the employee is
rotated. Job rotation provides job variety. Employee’s can use different skills and abilities. Monotony of
specialized jobs is broken. Employee becomes competent in several jobs. This result in employee
development. Employee’s self image is improved. It provides opportunities for personal growth. Orgn. have
flexibility in scheduling work.
iii. Job Enlargement method: It is horizontal loading of job. The tasks assigned to a job are increased. Similar
tasks are added. The scope of the job is enlarged horizontal. For e.g. 15 hours workload for a teacher who
was teaching 12 hours per week. It provides variety. It reduces monotony by expanding the job cycle. It draws
on a wider range of employee skills. Job satisfaction increases. Motivation may increase. Higher level needs
of employee get satisfied.
2. Socio-technical approach: This approach to job design is suitable for individual. It considers both the job-oriented
technical system and the accompanying social system. It is a systems approach to job design. It considers:
 Nature of the job performed (technical system)
 Role of employees and their needs (social system)
The entire job situation, including its physical and social environment is kept in view while designing the
jobs. This approach merges the technical needs of the orgn. with the social needs of the employee. It
restructures jobs, relationships between employees and technologies used to do jobs. It leads to radical
changes in work environment.
3. Behavioral approach to job design: This approach considers behavioral factors in job design. It is suitable for
individual. The methods are:
i. Job characteristics method (Hackman and Oldman): This model states that specific job characteristics affect
job design. It has identified five core job characteristics:
  Skill variety: Use of different skills and abilities in doing a job.
 Task identity: Doing the whole piece of work.
 Task significance: Work should have meaning. It should be worthwhile doing.
 Autonomy: Responsibility for work should be felt by the employee.
 Feedback: Information on performance should be given to the employees.
The existence of the first three dimensions in the job (skills variety, task identity and task significance)
results in greater employee motivation and productivity.
ii. Job enrichment method (Herzberg): It adds new sources of satisfaction to jobs. Jobs are made challenging
and meaningful by increasing responsibility, autonomy and growth opportunities. More planning and control
responsibility are added to the job. Usually with less supervision and more self evaluation. Employee gets
greater autonomy in planning and controlling performance. It is also known as “vertical loading” of job. It leads
to increased motivation and job satisfaction. It satisfies higher level needs of the employees. Job outcomes
improve. Job status increases. It also stimulates improvements in other areas of the orgn. Job enrichment
empowers employees. It provides feedback to correct performance. It leads to reduced turnover and lower
absenteeism. Employee development is facilitated.

Techniques of job enrichment:

 Specific tasks: Assign specific tasks to individual employee to develop expertise. Introduce new and more
difficult tasks.
 Job scope: Add variety to tasks by increasing job scope.
 Assign natural work unit: Give an employee complete work unit such as division, dept., profit centre.
 Self-set standards: Allow employees to set targets for performance.
 Minimum controls: Provide greater job freedom to employees from supervision. Give them responsibility to
correct performance.
 Employee accountability: Make employees accountable for own performance.
 Feedback: Provide feedback o employees bout [performance results.
B. Job Design Approach for Group
1. Work team method: Work teams are self directed teams. They are group of employees with widely denied
jobs and responsibilities to achieve specific goal. They solve problems, implement solution, solutions and
make full responsibility for outcomes. This method is suitable for group.
Team members are highly committed, decide collectively, interact continuously, work closely, determine
work assignments and working method and practice self supervision. They perform related or interdependent
jobs, select their own members and evaluate each other performance.
2. Modified work schedules method (work scheduling): the group work schedules are modified. The techniques
are:
i. Shorter work week: Workers work ten hours each day for four days. It provides more leisure to employee.
Turnover and absenteeism is reduced. Recruitment becomes easy. However, equipment may remain
underutilized. Managers may find difficulty in scheduling and coordinating work.
ii. Flex time: It is a plan for allowing employees to select own workday schedule. Employee contracts to work for
specific hours per week. He is free to choose his own work timing within certain limits
iii. Job sharing: Two or more part-time employees share one full-time job a 40 hour work week. It is suitable to
group.
iv. Home work: Employee does the work at home for the employer. Such jobs are mostly related to information-
technology.

Outcomes of job design:

If the job is design properly then there will be positive outcomes:
1. Job design and motivation: Job design specifies the content of job and the methods of doing the job. The key
to successful job design lies in balancing the needs of the orgn. and the needs of the employees.
Motivation is the act of stimulating or energizing people to get a desired action. It is inducement to perform
better to contribute towards goal achievement. It implies higher productivity. The link between job design and
motivation is a positive one. Job design is used as a technique for increasing employee motivation.
 2. Job design productivity: Job design specifies the content of job and the methods of doing the job. Productivity
is the efficiency relationship. It is the input-output ratio within the time and quality context. The link between
job design and productivity is a positive one. Job design is the source of higher productivity. The approaches
can be people oriented and efficiency oriented.
3. Job design QWL: Job design specifies the content of job and the methods of doing the job. QWL refers to the
quality of relationships between employees and the total working environment of the orgn. It is concerned with
overall climate of work. It is employee’s perception of theirs perception of their physical and mental wellbeing
at work.

Human Resource Planning

Concept

Planning is the first step in any task. Planning is the process of fixing policies and goals. It is essential element of
every work.
Human resource planning is the process of pre determining future human resource need and choosing course of
actions needed to satisfy these needs. It involves estimating the size and composition of future workforce to ensure
survival and growth of an organization. It determines specific number of jobs to be filled.
HRP helps to get right people at the right place at the right time. It helps to balance the HR manpower according to
organizational operation. So that they can be effectively utilized.
This is the age of competition. So we have to make superior product (high quality at lower cost). In doing so an
organization has to arrange its employees or HR in an effective way. HR planning helps to select employees
according to their capacity and skill. Proper planning helps the organization to minimize problems at operation and in
overall, it increases organization output. HR or manpower supply its determined by the internal and external
availability of people. The internal supply consists of existing workforce and its potential to contribute and external
supply resides in the population outside the organization and is influenced by the country’s over all factors.
According to Werther and Davis “HR planning systematically forecasts and organization’s future supply of and
demand for employees”.
According to Michael Armstrong “HR planning ensures that the organization knows and gets what is wants in the
way of the people need to run the business now and in the future.”
From the analysis of above definition it is clear that the basic concept of HR planning includes:
1. Assessing the demand for HR to achieve company strategy.
2. Utilization of HR in a cost effective and efficient manner.
3. Utilization of internal supply and external supply HR.

Importance of HR planning
Proper and systematic planning of HR becomes important for the success of organization as people have
greater contribution for the organization. HR planning is the starting point of HRM. We can categorize importance
as below:
1. Uncertainty reduction: HR determines future human resources requirement and it provides proper job to the
proper person so that uncertainty about HR and work will be minimized. It also helps to reduce shortage. Thus
HRP clarify employees about their responsibility.
2. Objective focus: HR is the most important factor to fulfill organizational task. They are meant to achieve
organizational objective. HR planning arranges and utilize in proper manner so that organizational objective
could be achieved.
3. Environmental adaptation: HR planning assesses current HR competencies through HR inventory and job
changing technological, political, legal, economic, social and cultural forces through HR planning.
4. Acquisition of HR: HRP helps to acquire human resources in orgn. through recruitment, selection. It also make
succession planning.
5. Utilization of HR: Through HRP, existing human resource can be properly placed and deployed to ensure their
effective and efficient utilization.
6. Development of HR: HRP emphasizes on various skills development programmed and training to the employees
such help to increase overall performance of orgn. which results in greater satisfaction of employees lower
turnover and lower absenteeism.
7. Control; of HR: HRP sets standard for control purposes. It serves as a standard for controlling the quantity and
quality of employees actually deployed. This facilitates control of human resources cost as well. In fact, human
resource control is possible without HRP.
8. Improved labor relation: HRP promotes awareness about the important of human resources at all level of
managers to the goals. It assists in collective bargaining with labor.]
9. Supply future personnel needs
10. Cope with change
11. Retain talented personnel
12. Support strategic planning

Purpose of HR planning
This is the age of planning. Planning knows where to go and how to go and how to get there. HRP is the starting
point of HRM. It is an essential part of the acquisition function of HRM. It sets goals for HRM. HRP is the process of
predetermining future HR needs and choosing courses of actions to satisfy those needs. It involves estimating the
size and composition of future work force. It determines number of jobs to be filled. It ensures that an orgn. has the
right number and kinds of people, at the right places and at the right time. So there are basic purpose of HRP are
as follows:
1. Understanding goals and plans of the orgn: The planning process is influenced by overall organizational goals
and environment of business. It implies that the objectives of the HR plan must be derived from orgn. objective.
The exiting HR within the orgn. constitute an important input into the development of the overall strategic plans
for the enterprises. Once the organizational objectives are specified, communicated and understood by all
concerned, the HR dept. must specify its objectives with regard to HR utilization in the orgn.
2. Assessment of current HR situation: It is the step where HR planners prepare the inventory of staff presently
within the orgn. It is basically stock taking exercise undertaken by HR planners.
3. Human resource forecasts (Demand and supply): The HR forecast is a determination of the demand for people
and of the appropriate types and skills for given time periods in future such as one, here and five years. The
forecast also requires the preparation of an estimate of supply of the people who will be available for the
selected time periods. Hr forecasting is essential to estimate staff requirement at some future time period. Such
factors are of two types: (i) external and internal supply of manpower. (ii) External and internal demand of the
manpower.
4. Implementation programs: Implementation requires converting a HR plan into action. A set of action program
are initiated as a part of HR plan implementation. Some examples of implementation program are recruitment,
selection, placement, performance appraisal, career development, promotion, transfer, layoff, retirement,
training and development, motivation and compensation.
5. Audit and adjustment: It one of the purpose of HRP. For any of the various reasons, the programs for meeting
the HR targets may be unable to attain the objectives. There, a system for measuring progress should be set
up. Many measures can be used depending upon the specific program being evaluated.
6. Succession Planning: This is the special type of planning used and to forecast potential manager for future
promotion at the higher level. Since many companies fill their potential vacancies from within the orgn. some
potential middle and upper level managers are selected for future promotion. Such selection is often made on
the basis of the result of the performance of a particular employee.
7. Job Description: A job description is a written statement of what the job holder does, how it is done and why it
is done. It accurately gives the job contains environment and condition of employment. It is a profile of the job. It
describes job title, duties and responsibilities, authority, accountabilities and job relationships. It is the outcome
of job analysis. It provides enough information to the job incumbent. A job analysis is a foundation for many HR
practices ranging from recruitment to training programmed. These will normally outline the nature of the tasks
and mention the competencies and skill required for job holders.
8. Job specification: (Worker’s requirement): It is an overall summary (written) of worker’s requirements. It is a
profile of human characteristics needed for performing the job. On the basis of information acquired through job
 analysis, the job specification identifies the knowledge, skills and ability needed to do the job effectively, so that
capabilities and qualifications necessary for performing the job are determined. It helps in the selection of
employees.
9. Job evaluation: It is the system of determining the relative work to different jobs. Here performance of
employees is evaluated on various basis. Both job description and job specification provide relevant information
for evaluation with a view to fix a salary of a particular job.
10. Recruitment and Selection: Recruitment is concerned with identification of source from where the personnel can
be employed and motivating them to offer for employment. Recruitment is the process of identifying potential
candidate or anticipated organizational vacancies. Recruitment will attract a large number of qualified applicants
for a job.
Selection is a deliberate effort to select a fixed number of personnel from a larger number of applicants.
When orgn. gets more candidates than the actual recruitment, the orgn. must have the device and methods of
testing and selecting to divide application into categories like, those who will be offered employment and those
who will not be offered employment. With a pool of applicant next steps is to select the best candidates for the
job. This usually means whittling (selecting / reducing) down the applicant pool by using the screening tools.
Selecting the right employees is important for three main reasons.
11. Performance Appraisal: Performance evaluation is systematic formal appraisal (evaluation) of an employee’s
performance on the job and his potential for assuming future responsibilities. It evaluates the contribution of
each employee to the accomplishment of orgn. goal. It provides feedback so that employees know where they
stand, where they ought to be going and how they are going to get there. It assesses the quality of each
employee.
12. Redesign the Job: Job design specifies the content of the job and the methods of doing the job. It is the process
of determining tasks to be included in a job and the methods of performing those tasks.
13. Labor Relation: It is one the purpose of the HRP, through the HRP proper planning can be done regarding the
labor relation between the mgmt and employees.

Major Element of HR planning

Virtually all HRP begins by determining future human resource requirements. It is done by estimating how
many employees the orgn. will need in each job category by the end of the planning period to do the work that will
have to be done. There are two element of HRP which are as follows:
1. Forecasting HR Demand: It is derived from the information generated in the first step of HRP. HR demand
forecast is a determination of demand for people and the appropriate types and skills for given time periods in
the future such as one, three and five years. Forecast of HR demand are often more subjective than objective.
Generally HR planners must use a variety of technique to project future HR demand. Some of the methods of
forecasting are as follow:
i. Judgmental techniques: These techniques are easy to describe and understand but applying them may be
complex because they require a variety of data and experience.
a) Managerial judgment/ experience: This category consist estimates made by managers who are very familiar
with the products, processes and jobs in the business. It is suitable only for short term forecast (1 to 2 yrs).
Managers of different dept. make the estimates of future business activity into numbers and types of employee
needed.
b) Delphi technique: It is a systematic way of obtaining and refining judgments by a group of experts. It is
developed by rand corp. to forecast technological development. Nowadays it is also used in HR demand
forecasting.
c) Nominal group techniques: In this technique several experts (HR managers) sit around a conference table and
independently list their ideas on a sheet paper. After 10 to 20 minutes, they take turns expressing their ideas to
the group. Nominal group is more for identifying current organizational problems and solutions to those
problems.
ii. Objective/ statistical technique: these data based on past data. All those judgmental techniques are less
complex and rely on less data than based on the statistical methods. Some of the popular techniques re as
follow:
 a) Ratio analysis: It is more scientific than judgmental technique. It is also quickest technique. The technique
involves studying past ratios, for e.g. between the number of workers and sales in an enterprise and forecasting
future ratios, making some changes in an orgn., or it members.
b) Simple linear regression analysis: It is a projection of future demand is based on a past relationship between
the orgn. employment level and a variable related to employment such as sales. If a relationship can be
established between the sales and the level of employment, predictions of future sales can be used to make
predictions of future employment.
c) Multiple linear regression analysis: It is an extension of simple linear regression analysis. Instead of relating
employment to one variable several variable are used. For e.g. instead of using only sales to predict
employment demand, productivity data and equipment data may also be used.
d) Work standard technique: Work standard data techniques are more useful for direct production tasks. It can
also be used for maintenance and clerical activities. The projected unit of output for each department unit is
converted into man-hours, man-day and number of employee by applying the established time standards.
e) Project\ venture analysis technique: It is useful when new ventures demand employment planning. The
technique requires planners to estimate HR requirements in line with companies that perform similar operations.
f) Computerized forecast techniques: These techniques are getting popularity every year. Computers are used
even to all the above techniques for the purpose of simplicity and accuracy. Readymade software is available to
forecast employees requirement.
2. Forecasting HR supply: Though the available supply of human talent seems to be easier to determine than the
projected needs there are number of complexities that has to be looked after. Before determining how many
outside to hire, HR managers need to forecast how many candidate for the projected job opening will come
from within the orgn. from the existing ranks. Basically are two technique to help forecast internal supply :
i. Judgmental techniques: There two method of judgmental technique, they are:
a. Replacement Planning: IT uses replacement charts. It is developed to show the names of the current occupant
of position in the orgn. and the names of likely replacements. Replacement charts make it readily visible
potential vacancies and what types of position most urgently need to be filed.
b. Succession planning: A succession plans is the process of anticipating future staff needs and preparing plans
for meeting these manpower needs internally. With help of succession planning the position likely to be vacant
in future can estimated before-hand and timely action can be taken to prepare lower level managers for
succession.
ii. Statistical Techniques: These techniques require extensive analysis of the past pattern of employee flows,
which are used to project future flows. Popular technique are:
a. Transition or Markov Matrixes: A key component of this statistical technique is a transition or markov matrix. It is
used for knowing the movement of employees within or across the organizational units.
b. Gain and loss analysis: HR managers can identify future flow and internal availability of HR through gin and loss
analysis.

HR Inventory
In an era of complex computer system, is not too difficult for most orgn. to generate a HR inventory report. The
input for this report would be derived from forms completed by employees and then checked by supervisors and the
personnel department. The report includes a list of names, education, training, prior (previous) employment, current
position, performance rating, salary level, languages spoken, capabilities and specialized skill for every employee in
the orgn. often call a skill inventory, HR inventory consists of up to date information about the qualification and
experience of selected categories of employees.
Form completed (fill up) by employees serve as the sources of information for developing HR inventory. The
information included in the inventory are:
a) Name of the employees/age/sex mental status.
b) Educational qualification of the employees.
c) Training undertaken experience of the employees.
d) Prior employment experience of the employees.
e) Current position held by the employees.
f) Performance rating by the employees.
 g) Salary level of the employees.
h) Languages spoken by the employees.
i) Capabilities of the employees.
j) Specialized skills of the employees.
k) Job and location preferences.

Importance of HR inventory
HR inventory facilities the assessment of the current skilled workforce which is useful to determine needs of
the special type of manpower in the orgn. These are the scare people resources and it the essential to maintain
the record of information of these people. Such an inventory can be important:
a) At the time of promotion.
b) Mgmt. succession planning and reporting.
c) Composing planning
d) Career planning
e) Organizational analysis.
f) Training
g) Development.
This report is important because it gives a good idea about the skills currently available in the orgn. This report
is also important in expanding business of selecting people. It provide us guide for considering new approaches
for the orgn. and can take advantage of opportunity to expand or alter the orgn. Strategies. The profile of the
human resource inventory can provide critical information for identifying current or future threats to the orgn.
ability to perform. For e.g. the orgn. can use this information to identify specific variables that are assumed to
have a particular relationship to training needs, productivity importance and success planning.

HRIS (Human recourse information system)

One of the newer devices for providing skilled inventory is the HRIS. HRIS provides computerized information
to the positions and skills available in a given orgn.
Acc. To William Anthony “ A HRIS facilitates in obtaining such data in a logical, valid and reliable manner in
order to assist in manner in order to assist in managerial decision making”
This system is designed to quickly fulfill the personnel information needs of the orgn. with almost no additional
expenditures. It highly technical features permits an orgn. to track most information about an employees and about
jobs and retrieve the information when it is needed. HRIS has been implemented to assist HR inventory. This is
designed to provide quick information about the positions and skill available.

Importance of HRIS
Now a days due to the technological advancement, it requires needed and timely information of employees.
HRIS provides such information which includes information about employment training, compensation etc. HRIS
provides following information:
1) Total number of employees in the orgn. by their occupation, location, department, age, service skills and
grades.
2) Total number of employees joining and leaving the orgn.
3) Rates of employees turnover.
4) Rates of sickness and absenteeism.
5) The actual salary and wage bill including overtime.

Use of HR inventory and HRIS

 It enables mgmt. to assess what skills are currently available in the orgn.
 It is useful for planning the selection, training, promotion and transfer of employees.
 It serves as a decision making tool for deploying and effectively utilizing existing HR.
 It serves as a guide for considering opportunity for diversification and expansion of operation
 It provides crucial information for indentifying human resource related threats to the orgn. for e.g. technical
outdating of employees can be managed effectively.

Replacement planning
It uses replacement charts. They are developed to show the names of the current occupants of position in the
orgn. and the names of the likely replacement. Replacement charts makes it readily visible where potential
vacancies are and what types of position most urgently needed to be filled. Potential vacancies can be estimated
by the present performance levels of employees currently in jobs.
Using the sample replacement chart, potential vacancies may possibly occur in those jobs in which the
incumbents (candidates) are listed directly under the candidate. Those individuals likely to fill the potential
vacancies are listed directly under the candidate. Such a listing can provide the orgn. with a good estimate of
what jobs are likely to become vacant and anyone will be ready to fill the vacancy.

SUCCESSION PLANNING
This is the special type of planning used and to forecast potential manager for future promotion at the
higher level. Since many companies fill their potential vacancies from within the orgn. some potential middle and
upper level managers are selected for future promotion. Such selection is often made on the basis of the result
of the performance of a particular employee. To select candidates for future promotion in managerial post, a pool
of candidates may be prepared by an expert committee. These candidates are given special training and
development assignment in accordance with their interest and capacity. Thus it is an executive inventory report
that indicates higher position which are going to be vacant in near future due to retirement, promotion and
transfer. But promotion is not granted (guaranteed) for all manager at once.
According to Werther and Davis “Succession planning is the process of human resource planner and
operating manager use to convert information about current employees into decision about future internal job
placement”.
Thus, succession process of:
 Anticipating managerial staffing in future.
 Making plan for the development of manager to meet these needs internally.

Succession planning identifies high potential employees as succession to key jobs. A separate mgmt.
inventory is generated from HR inventory for succession planning purpose. It includes additional information on
each manager about the following:
 Current performance.
 Long term growth potential.
 Promotion.
 Development need (skill deficiencies)

Through succession planning candidates are developed through:

 Training and mgmt. development.
 Special assignment.
 Job rotation.
 Under study.
 Other means.

Benefits of succession planning:

1) It helps to fill vacancies of managerial posts within the orgn. This motivates employees and internal talent is
assured to be utilized.
2) Employees are facilitated carrier planning not merely jobs.
3) Managerial shortage and skill deficiencies are pre-determined. Plans are prepared for developing managers
internally to accept greater responsibility.
4) Qualified people are placed in the right jobs. This ensures greater continuity operation.
 ATTRACTING A HIGH PERFORMANCE WORKER
Recruitment, selection and socialization are the prime employment processes that are followed to attract,
hire and retain valued employees in the orgn. with the increasing demands for quality and innovative products
and service in the market. Skill shortage began to bite orgn. that operated in the competitive world. Thus, the
process of recruitment, selection and socialization has become increasingly important in HRM environment.
Recognition of the fact that a good employee makes an orgn. work effective and poor one’s restrict its success,
has led to emphasis on attracting and selecting people with the right personal characteristics and attitudes rather
than just a requirement for particular work experience and acquired skills
With increasing globalization of business activities and their influence on the nature of competition among
requirement, selection and socialization have emerged of this issues are pertinent in the employment process
decision. Firstly, orgn. are not set up just to provide employment. They operate to achieve their business goal.
Therefore, there is a need to adopt recruitment and selection strategy compatible with the business strategy.
Thus, recruitment and selection practices of the orgn. should be linked with business strategy to attempt a high
performing work force. Secondly, the process of organizational development and design different initiatives are
being followed by orgn. TQM, QWL, MBO, and other business initiatives have forced business orgn. to follow
quality recruitment and selection of manpower to work on these initiatives. Thirdly, with the increasing business
across the national borders, an international perspective of recruitment, selection and socialization emerged.
RECRUITMENT (PRE-SELECTION)
A good HR planning should ensure the identification of HR needs. Once the need is identified we can do
something about meeting them. After making HRP, next step is recruitment. Recruitment is concerned with
identification of source from where the personnel can be employed and motivating them to offer for employment.
Recruitment is the process of identifying potential candidate or anticipated organizational vacancies.
Recruitment will attract a large number of qualified applicant for a job. It should also provide information so that
unqualified applicant can self-select themselves. It means good recruitment program should attract the qualified
and not attract the unqualified. This will minimize cost of processing unqualified candidates.
According to Decenzo and Robbins “Recruiting is the discovering of potential candidates for actual or
anticipated organizational vacancies”.
According to Flippo “ Recruitment is a process of searching for perspective employees and stimulating
them to apply for jobs”.
According to Wendell French “ Recruitment is the process of finding qualified people and encouraging
them to apply for work with the firm”.
So, recruitment is the process of finding right people for right position at the right time. It is concerned with
identifying and attracting a pool of qualified candidates to fulfill human resources needs of an orgn. So, recruitment
is an important part of acquisition aspect of HRM.

Factor affecting recruitment

1) Size of the orgn.
2) Employees turnover
3) Organizational growth
4) Image of orgn.
5) Nature of the job.
6) Organizational policies
7) Govt. and union restriction
8) Cost
9) Incentive of recruitment

SOURCES / METHODS OF RECRUITMENT

Normally, an orgn. can fill-up its vacancies either through probation of people available in the orgn. or
through the selection of people from outside. There are mainly two sources of recruitment. They are:
Recruitment within the orgn/ Internal sources
Internal sources involve recruiting within the orgn. It means perspective candidates (qualified) are found
within the orgn. to fill up job vacancies. Many orgn. follow the deliberate practice of recruiting from internal sources.
Prospective candidates with needs criteria are eligible’s to apply for the job within the orgn. Promotion and transfer
are important means for internal recruitment.

Methods of recruitment within the orgn/ internal sources

a) Job posting: under this method an orgn makes announcement of job opening to all the employees of the orgn.
position, location, pay scale and qualification are described. Interested employees apply for the jobs. It means
for job announcement may be:
 Bulletin boards: Notice about job opening is placed on the bulletin boards. Public service commission and
public sector enterprise use bulletin boards to announce job vacancies in Nepal.
 In-house Newspaper: Job vacancies are announced in circular or memo’s sent to supervisors.
 Electronic-mail: Employees receive information about job vacancies on thieer computer through e-mail.
Employees can also submit their application by e-mail.
b) Employee’s referrals: The recruitment is based on nomination by current employee or supervisor. Supervisors
make recommendation of the qualified candidate for the vacant position. The recommendation also be made for
the dependent of retired employee’s.
c) Human Resource Inventory: HR inventory provide valuable information about candidate. The data available in
the HR inventory help to identify qualified employees within the HR.
d) Promotion: Recruitment may be done or job vacancies can be fulfilled up by promoting the orgn. current
employees to higher position.
e) Transfer: Without promoting, job vacancies may be filled by transferring employees from one place to another.

Advantage of Internal recruitment

1) Better selection: By using internal recruitment, there is high possibility of better selection of employees because
information on employee’s performance is readily available and predictable.
2) Morale Building: Due to greater chance for advancement and carrier development, employees will be highly
motivated. So, that their morale will be build.
3) Mgmt. Development: promotion from within can act as a device for mgmt. development.
4) Adaptability: Less time will be need for employees to adopt the new work orientation. Those chosen internally
already know the orgn. less time on training and orientation will be required.
5) Cost effectives: Internal recruitment is less costly as compared to external recruitment training cost will also be
low.
6) Commitment: The loyalty and commitment of employees will increase. Employees fell secure and identify
themselves with the orgn.

Disadvantage of Internal recruitment

1) Limited choice: Internal recruitment limits the choice i.e. internal source only. This excludes excellent
candidates from the external sources. There may be no candidates with special skill within the orgn.
2) In-breeding: Internal recruitment may promote excessive in-breeding. Mgnt. May becomes stagnant owing to
lack of new ideas, knowledge and enthusiasm.
3) Limited opportunities: The morale of employees can be adversely affected by limited opportunities for internal
recruitment. In fighting can happen for promotion.
4) Favoritism: Manager may overlook good candidate and recommend favored one. This may crate tensions. In
Nepal “source and force based” internal recruitment is common.
5) Seniority based: most internal recruitment are based on seniority not merit. People might be promoted to the
point where they cannot successfully perform the job.

Recruitment outside the orgn/ External Sources

This source is widely used specially to make recruitment for entry level jobs and skilled jobs. This involves
recruitment from outside the orgn. Qualified candidates from outside the orgn. are attracted to apply for job
vacancies. A new hire is sought from the labor market. They are as follow:
i. Advertising: It is most effective and common means to search potential employees from outside the orgn.
Employment advertisement in journals, newspaper, bulletins, print etc is quite common in our country. An
 advertisement contains brief statement about the nature of jobs, types of people needed and procedures to
apply for job.
ii. Employment exchange: Many orgn. get information about the perspective candidate through employment
exchange. They function a list of suitable candidate of employment, they are public employment agencies and
private employment agencies:
a) Public employment agencies: Such agencies are run by govt. The employment seekers get registered with
these exchange such exchange provide candidate of lower level positions. Such as skilled workers, junior clerk,
supervisors etc.
b) Private employment agencies: Private employment agencies provide employment service particularly for
selecting higher level and middle level executive. This agencies take responsibilities of recruiting and selection
of employees on behalf of various orgn. They charge fee for this purpose.
iii. Campus recruitment: Many orgn. search employees by conducting interview at the campuses of various
Universities. The orgn. hold preliminary interview on the campus on the predermined date and candidate found
suitable are called for the interview.
iv. Employees Referrals: The employees working currently in the orgn. recommend for the potential candidate who
have specific knowledge and who are their relatives and friend. Such candidates tend to be better qualified for
the job.
v. Deputation: Many organizations depute people from other organization for a certain period. Such people are
given choice either to return to their original organization after a certain time or to continue at present
organization. Sometime, people working in one organization are deputed in another belonging to the same
industrial house.
vi. Labor union: In many organizations, labor unions are used as a source of manpower supply at lower levels.
Organization asked labor unions to make recommendation for employment of people as a matter of goodwill
and co-operation.
vii. Labor contractors: Labor contractors serve as the source of recruitment for requisite number of workers. They
charge commission for their services. Factories generally use this method for recruitment.
viii. Gate hiring: The concept of gate hiring is to select people who approach for employment in the organization. It is
useful and convenient method at the initial stage of organization. When a large number of such people may be
required by the organization.
It is not necessary that a particular orgn. should utilize all sources to employ people of all types. Some of the
sources are more useful for a particular category of employees. E.g. Advertisement and deputation re more useful
for employing managerial position.

Advantages of external recruitment

1) Qualitative HR: External sources provide a sufficiently larger pool of qualified candidate. So, mgmt. has greater
choice for selection and quality.
2) Organizational rejuvenation (transformation): External recruitment facilitates inflow of new ideas, knowledge,
skills and enthusiasm in the orgn. This keeps the rejuvenated. Enterprise and experience of other orgn. can
also be brought.
3) Environmental adaptation: The inflows of new knowledge, skill and experience help orgn. adapt to changing
forces in the environment.
4) Balanced HR Mix: External sources facilitates of specific group like women, disables, minorities etc. This not
only helps to achieve legal compliance but also result in balance HR mix.
5) Fairness in Recruitment: there is no pre-conceived nation, reservation, favoritism in external recruitment. The
recruitment is fair and ill-fighting for promotion among employees are low.

Disadvantages of external recruitment

1) High cost: external recruitment is costly than internal recruitment. The cost of training new entrant is also high.
Attracting potential candidate is difficult.
2) Poor employment morale: recruitment from outside can adversely affect the morale of existing employees. Their
chances of advancement will be reduces motivation can be low.
3) Adaptability problems: More time will be needed to new employees to adapt to the work environment of the
orgn. The orientation will also be high.
4) Wrong selection: external recruitment can result in wrong selection of employees. This can adversely affect the
quality of HR and effective of orgn.

TESTING/SELECTING EMPLOYEES
With a pool of applicant next steps is to select the best candidates for the job. This usually means whittling
(selecting / reducing) down the applicant pool by using the screening tools. Selecting the right employees is
important for three main reasons. Firstly, your own experiences always depends in past on your subordinates.
Secondly, it is important because it is costly to recruit and hire employees. Thirdly, it is important because of the
legal implication of incomplete hiring. So, test tries to choose the right candidates at the place.
Testing and selection is a deliberate effort to select a fixed number of personnel from a larger number of
applicants. When orgn. gets more candidates than the actual recruitment, the orgn. must have the device and
methods of testing and selecting to divide application into categories like, those who will be offered employment and
those who will not be offered employment.The process of testing and selection is also known as the process of
reject.
According to Decenzo and Robbin “ The primary purpose of selection activities is to predict which job applicant
will be successful if hires”
According to Werther and Davis “ The selection process is a series of steps use to decide which recruit should
be hired”
According to Wendell French “Selection is the process of choosing among people apply for work with an orgn.”
Thus, testing and selecting and selection is the process of selecting right candidates among the perspective
candidates for a particular position in an orgn. It consists of series of steps through which applicant pass. Each step
serves as a hurdle, which the successful candidates pass.

PROCESS / STEPS IN SELECTION

A selection process involves a numbers of steps. The basic idea is to get maximum possible information about
the candidates to ensure their suitability for employment. The type of information needed for various positions may
vary and it is also possible that selection process may have different steps for various positions. Similarly, various
steps of selection process may be different from orgn. to orgn. However, a standard selection process has the
following process:
1) Receiving of the Application: first of all selection process start with the receiving of the application form filled-up
by the probable candidates. In which candidate will provide the full information about himself/herself and also
regarding his Academic qualification with experience and training.
2) Screening of application: Perspective employees have to fill up some sort application forms. These forms have
variety of information about the applicant like their personal bio-data, achievement, experience etc. such
information is used to screen the applicants who are found to be qualified for the consideration of employment.
Based on the screening of application only those candidates are found to be meeting the job standards exceeds
the actual requirement, the orgn. decides a suitable number of candidates who will called for further selection
process.
3) Preliminary Interview (screening interview): Preliminary interview is held for initial screening out of candidates. It
is very short. It centers on job requirements. Unqualified, unsuitable and misfit candidates are screened out. The
candidates also get a chance to find out more about the orgn. and the job.
4) Selection test: Many orgn. hold different kinds of selection test to know about the candidates who cannot be
called for interview. Selection test may give information about the attitude, interest, personality etc which can’t be
known by application form.
5) Interview: Selection test are normally followed by personal interview of the candidates. The basic idea here is to
find out overall suitability of candidates for jobs. It also provide opportunity to give relevant information about
orgn. to the candidates.
6) Checking of reference: Many orgn. ask the candidates to provide the names of reference from whom more
information about the candidates can be obtained such information may be related to character, working style
 etc. With the education, institution from whom the candidates have received education or other persons of
importance who may be aware of the candidates behavior and ability.
7) Physical Examination: It is carried out to ascertain the physical fitness of perspective candidate. Many orgn.
don’t carry physical exam but some orgn. carry on a comprehensive basis. Some orgn. only have general check-
up to find out the major physical problems. As regard to timing some orgn. conduct physical exam near the end
of selection process while some orgn. place it relatively early in the process.
8) Approval by Appropriate Authority: On the basis of the above steps suitable candidates are recommended for
selection by the select committee or HRM or PM. Orgn. may designate various opportunity for approvals of final
selection of candidate for different categories. For top level manager, BOD may be approving authority and for
lower level manager top level manager may be approving authority.
9) Placement: After all formalities are completed, the candidates are placed on their jobs, initially on probation
period. The probation period may range from 3 month to 2 years. During this period, they are observed clearly
and when they complete this period successfully they become the permanent employees of the orgn.

SELECTION TEST
Selection test is a systematic procedure for sampling human behavior. It can collect unbiased information about
an applicant aptitude, experience and motivation. This information provides a basis for predicting performance and
behavior.
The various type of test that has to be passed by candidate are as follows:
1) Aptitude test: Aptitude test are normally used to measure the potential of individual to perform. It is done to
measure aptitude for job. From this test candidates learning capacity be known. They are:
i) IQ: On this testing , they measure intelligence quotient in term of comprehensive reasoning, number
reasoning etc.
ii) Mechanical aptitude test: This is used to measure capacities related to mechanical matters.
iii) Psychomotor test: They measures abilities related to psychomotor matter such as manual, morality etc.
2) Achievement test: They measures theoretical, practical knowledge and skills which candidates clarify to know.
They can be:
i) Job knowledge test: it is done to measure about knowledge of particular job.
ii) Work sample test: In this test, candidate is asked to do part o factual work.
3) Situational test: They abstract real life situation and candidates are asked to cope with the situation problems.
Through situational test, candidates are evaluated in a situation that is similar to some aspects of the job to be
done in the future, if the candidates are selected.
4) Interest test: interest test provide information about candidates likes and dislikes in relation to work, hobbies,
recreational activities etc. It is assumed that there is relation between interest and job satisfaction.
5) Personality test: Personality test measure personality angle of the candidates such as friendliness,
dependability, temperament and emotions.
6) Honesty test: This measures honesty and loyalty of candidates.

Tools for Testing and Selection

1) Written test: Written test are historically a significant input to the selection decision. Recently, however there has
been a marked decline in their use. Written test provide employees full knowledge about job that he has to work
if is chosen.
There are hundreds of selection tools and written test including:
i) Intellectual ability
ii) Mechanical ability
iii) Perceptual accuracy
iv) Motar ability
v) Personality traits
2) Performance stimulation test (Artificial): There has been increasing interest in the past decade in developing
performance simulation test. The singular identifying characteristics of this test is that they require the applicant
to engage in specification, it is based on job analysis data.
3) Working sampling (actual): work sampling is the process to create a replica of job. Applicants demonstrate the
work where they possess the necessary talents by actually doing the tasks.
4) Assessment centers: A more elaborate set of performance situation tests, specially designed to evaluate a
candidates managerial potential is administered at the assessment centre. Assessment centers involve
procedures that incorporate group and individual exercise. Applied by line executive practicing supervisors or by
trained psychologists as to how well they perform.
5) Graphology: It has been said that an individual’s handwriting can suggest the degree of energy, inhabitation and
spontaneous to be found in the writer, disclosing and elements of balance and control from which many
personality characteristics can be taken out.
6) Polygraph test: The use of lie dictators for verifying information on the application form can also be considered
as a form of employment test. Some orgn. require all applicants to submits a polygraph test as a security
measure and they follow-up with occasional test to randomly check on employees honesty.

Recruitment of protected classes

The job candidates come from the societies. They greatly differ in terms of their physical and mental abilities. Not
only that:

(a) Some people are disabled with different degrees,

(b) Some of them belong to minority class or under privileged groups

(c) They different terms of race or color, national origin, sex, religion etc

So, to provide the equal employment opportunity every country has developed certain kinds of act/ rules to
bring equity in term of HR practices including recruitment practices. Protected classes are recruited under two
bases.

a. Mandatory (compulsory acts to be followed)

b. Voluntary (some companies go beyond the acts and offer more opportunities to protected classes)

To understand the recruitment of protected classes, we have to understand two factors:

1. Equal employment opportunity (EEO): It refers to the govt. attempt to ensure that all individuals have an equal
chance for employment. The chance must be equal regardless of race, color, religion, sex age, disability or
national origin to enforce this concept in action, many govt. have used constitutional amendments, legislation
and executive orders as well as the court decisions that interpret these law. However, equal employment laws
are not same in all countries.
Again to determine whether an EEO law has been violated one must know two concepts established by courts:
a) Intentional discrimination: It is a form of employment discrimination in which employers treat candidate unfairly
because of their membership in a protected group (It is strictly illegal).
b) Unintentional discrimination: It is a form of employment discrimination in which an employment practice that is
not job related has equal consequences for people of different protected groups (it is fair and legal).

2. Affirmative action plan (AAP): It is also called reverse discrimination. The main objective of affirmative action is
to remedy past and current discrimination. Affirmative action makes special provisions to recruit, train retain,
promote or grant some other benefit to members of protected groups, affirmative action may go beyond the EEO
provisions. To implement affirmative action companies prepare a affirmative action plan (AAP). Actually AAP is a
statement that specifies how the orgn. plans to increase the utilization of targeted groups.
Affirmative action was originally conceived as a way of taking extra effort to attract and retain minority
(protected) groups. Nowadays, many orgn. have resorted to quota like hiring which is forceful.
So, HR managers need to give special attention towards recruitment of protected class. It is a difficult task to
them but there is no other way. It is a special type of recruitment because:
 It is mandatory
 It may be a costly procedure
 Differential treatment and special privileges may have to be offered
 The of recruitment may be a longer than the normal candidate
 The constitution of Nepal 2072 also has provision to recruit protected classes in govt. and semi govt. orgn.

Electronic Recruitment
Electronic recruitment is new concept that has emerged in recent years due to the development of electronic
media. In this recruitment method from the information to the some of the recruitment activities are perform
through the electronic media.
Recruitment is a core function of the orgn. The traditional recruitment process consists of three main phase,
attraction, screening and selection of applicants. Despite traditional recruitment process modern orgn. have started
using electronic or e-recruitment process. E-recruitment process has becomes easy and wide spread due to
development in the IT. Many orgn. use both of the processes as per their need and convenience.
E-recruitment, also known as online recruitment is the practice of using IT in the recruitment function. In other
word, e-recruitment is web-based resource for the tasks involved with finding, attracting, assessing, interviewing
and hiring new staff. In other words any recruitment process that an orgn. conducts through the web based tools is
known as online recruitment or E-recruitment.
The purpose of E-recruitment is to make the processes more efficient and effective as well as less expensive.
Online recruitment can reach a large pool of potential employees and facilitate the selection process.
The online promotion of an orgn. has a desirable place to work, through the corporate websites, is one element
of e-recruitment. E-recruitment software and systems are available as application, product suites and services. E-
recruitment should not be integrated into recruiting and selecting methods. A high integration level of e-recruiting is
achieved when parts of the online recruitment process are automated by a corporate information system.

Sources of E-recruitment
1. Employer websites: It is section of orgn. website which is specifically designed for recruitment.
2. Job boards: It is a portal only for the purpose of recruitment like career builder.com and Monster.com which
provide job seeker to search job by location, industry, level of education, salary and any other information. Here,
job seeker post resume and employers has the opportunity to recruit from a wide variety of position with world
wide exposure.
3. Social media: Here, companies promote their business along with their employment brand and connect with
potential applicants, most companies open career section on their face book page, twitter etc.
4. Specialized job sites or boards: Here, company post a vacancy on specific portal. Here, only specific job are
posted on the specific portal.

Matching people and the jobs

Matching people with the job is a difficult and complicated activity because both parties have to understand the
job and orgn. and the requirement. Usually large orgn. provide formal training consisting of lectures, plant tour etc.
to explain prospects of the orgn. and its policies regarding various aspects of the job and orgn. Important point to
be remembered in matching people and jobs are:
 There must be match between the requirement of the job and qualities of the employees.
 In real life situation matching people and the job is not an easy task.
 Candidate has to be appointed on probation of one year or so.
 Placement is the assignment or re-assignment of an employee to a new or different job.
 It includes initial assignment of new employees as well as promotion, transfer or demotion of present
employees.

Effective matching people and jobs depend on understanding three factors:

1. Types of jobs/ classification of jobs: Whether the employee works dependent of others or is dependent is
contingent upon many factors. Jobs in this context may be classified into three categories:
i. Independent jobs: The activities of one worker have little concern on the activities of other workers. Placement
in this case is easy.
ii. Sequential jobs: Assembly line best exemplify sequential jobs. Placement in this case is moderately difficult.
 iii. Pooled jobs: There is high interdependence among different jobs/ job holders. Placement in this case is most
difficult and complex.
2. Types of employees/ classification of employees: Since independent jobs are becoming rarer and most jobs
are dependent, so as to bring match between individual and jobs, orgn must practice certain information
collected from:
i. Details about the employees’ skills, interests, past performance
ii. Biological details
The selected employees are placed in a specific subgroup. While placing due consideration must be given to
match characteristics of the individual with those of the subgroup.
3. Matching both of them: Placement must be done after the completion of orientation of employees.
i. Just as individuals are placed in subgroups, jobs are also categorized into subgroups, each subgroup having
identical characteristics.
ii. Match subgroups profiles with job family profiles to determine the likelihood of success and satisfaction in a
particular job family.
iii. Once assignment to a job family is made, individuals can be placed in specific jobs within the job family. It
may require further counseling and possible assessments.

Source of information about job candidate

Orgn. get information about candidate from different sources. Generally they get information from following
source:
1. Application forms/ resumes: It provide minimum requirements, basis for questions about background during
interview, offer sources for reference checks. Which provide information about application date, educational
background, experience, criminal’s record, country citizenship, references.
2. Employment interview: Interview is face to face observation and appraisal of the candidate’s suitability for the
job. It is based on in-depth conservation. The interviewers evaluate the based on observations, impressions,
responses and information exchange. The evaluation is generally done to get information about the candidate.
3. Realistic job preview: Getting all aspect of job (desirable and undesirable).
4. Aptitude: Information about capacity to learn or acquire skills.
5. Achievement: It provide information about what person knows or can do right now.
6. Cognitive ability tests: It information about high, mental capabilities measuring general intelligence (general
aptitude test, graduate mgmt. aptitude test, mechanical comprehension test)
7. Personality test: It is used to get information about personal characteristics of the candidate.
8. Emotional intelligence: Getting information about the composite emotional reasoning abilities of the candidate.
9. Physical ability test: Knowing the physical ability of the candidate like minimize injuries on job.
10. Job sample test: Collecting the information about the perform tasks that requires on the job.
11. Substances abuse tests: Addiction to drug/ alcohol.
12. Reference checks: Information about the bad, usually inflated, perfunctory letter of reference.

Interview
Interview is a face to face observation and appraisal off the candidate suitability for the job. It is based on in-
depth conversation. It refers to a procedure that is designed with a purpose of obtaining information from person
through oral responses.
Interview is the selection tool by which the appropriate candidate for the specific post is selected by the orgn. it
is the face to face interaction or communication where the candidate are evaluated for the current position. The
information is obtained about the candidate through the oral conversation.
According to Scott et. al. “It is a purposeful exchange of ideas, the answering of question and communication
between two or more person”
Hence, an interview is the conversation between the candidate and HR expert. It is formal and in depth
conversation. Employee’s interview is an attempt to collect the maximum information. It is used to evaluate the
applicant’s acceptability. It is also the process to obtain the information about background education, training and
work experience, interest.
Types of employment interview
1. Informal interview: Informal interview may take place anywhere. It is not planned in advance. It is used widely
when the labor market is tight and the company needs employees very urgently.
2. Formal interview: This type of interview is conducted in a more formal environment in the employment office by
the concerned officer. This type of interview is conducted with the help of well structured questions.
3. Planned interview: The interview done to achieve its desired objective must be pre-planned. Before the interview
starts, the interviewers prepare himself and follow a definite plan of action. The interviewer plan in his mind what
kind of information he want to gain, how he will conduct the interview, the steps of procedure and how much time
he will allot to each candidate.
4. Patterned structured interview (structured interview, directive approach): Patterned interview is planned interview
but it is planned to a high degree. It is highly structured and a more formalized type of planned interview. In this
type of interview a standard list of question is asked to all candidates. All questions are planned in a advance.
The questions are based on qualification, training, past experience, interest, hobby, future career, expectation,
qualities required for the job. Such interview is appropriate when there are large numbers of candidate.
5. Unstructured interview (Non-directive approach): It is unstructured in nature. Basic to this procedure is the
minimum use of direct questions. Here, are not planned in advance. They are made up during the interview on
the moment itself. Questions vary from candidate to candidate. It prompt the candidate to self-expression.in this
method more freedom is provided to both the interviewer and the candidate. The interviewer can take a
situational approach to questioning.
6. Semi-structured interview (mixed approach): It is the combination of both the structured and unstructured
interview. Major questions to be asked are broadly planned in advance. But the interviewer has the flexibility in
asking the specific question for the detail purpose. The candidate response is generally lengthy.
In this technique some question are structured to get factual information. But specific question remain
unstructured.
7. Depth interview: The candidate is intensively examined. Hera, the interviewer only goes into considerable detail
on the particular subject of an important nature and there will be through extensive questioning a candidate
background and thinking it becomes possible to evaluate the candidate properly.
8. Stress interviews: Under the stress interview, deliberate (intentional) attempts are made to create pressure on
the candidate to see how well he performs under stress. It is designed to test the candidate’s stress mgmt.
capacity. In this type of interview the candidates are questions in such a way so that the candidate feel stress
while answering the questions. Such interview is intended to check the ability or decision making of the worse or
stress situation. Such interviews are carried out in order to check the candidate’s ability to react and take
decision in the stressful environment.
9. Group interview: The group interview is a relatively new technique. It is a procedure for the discovery of
leadership. Several job applicants are placed in a leaderless discussion and interviewers sit in the background to
observe and evaluate the performance of the candidates. A topic for discussion is assigned and at the beginning
there is no leader. The interviewer observes how one assumes leadership and how it is accepted by the other
members of the group.
10. Panel or board interview: Several individuals may interview one applicant. This is called a panel interview and
because of its cost it is usually reserved for mgmt. job applicants only.

Reaching a selection decision

Selection is the process through which an orgn. attempts to attempts to identify applicant with the necessary
knowledge, skills , abilities and other characteristics that will help to achieve its goals and selection decision is a
process of selecting the right candidate to fill a job position. Searching the proper selection decision is not the
same in different orgn. any orgn. that desires to compete through people must pay a deep attention towards
reaching a selection decision (choosing organizational members). This decision have critical imp[act on the orgn:
 The orgn ability to compete
 Each and every job applicant life.
 Factors to be considered
Selecting the right candidates to fill a job position within a company can be challenging because some critical
factors that influence the HR selection decision or method. All the managers involved in the process of selection
have to understand and value the same factors so that employee they hire meet the qualifications and fit within
the company culture. Some of the key factors that need to be considered before reaching a selection decisions
are:
i. Relevant experience: It is one of the most important factors that influence the selecting decision.
ii. Education: It also plays a key role in a company’s hiring decisions.
iii. Relocation: One of the factors that influence the selection process for HRM department is the geographical
location of the candidate.
iv. Salary requirements: The salary requirements a job candidate also influence the selection decision in many jobs.
v. Legal requirements: Legal actions may be taken by candidate or even by government if HR managers do not
consider the final selection decision.

Issues of gender in recruitment and selection (male and female)

Gender socially constructed sex that is male and female. Gender issues generally refer to the socially
determined differences between women and man, such as roles, attitudes, behavior and values. Gender roles are
learned and differ across cultures and overtime. Gender is a rational term that includes both women and men.
Major issues are as follow:
1. Issues of recruitment and selection criteria: It is important that only the criteria agreed up on have impact on the
decision and are applied equally to every candidate. Is there a routine procedure to ensure this? Again, the issue
here is, is it possible and desirable to set same criteria for male and female.
2. Issues of job profile: The job profile can narrow the potential candidate. Does the job profile encourage
applications from a sufficiently large number of both male and female applicants?
3. The issues of focus: Is there a planned and systematic focus on the recruitment of women (the protected class
like in Nepal). Is there a defined recruitment and selection process that specifies how females can be identified
and contacted? Are they encouraged to apply?
4. Issues of unconscious biases: This may disadvantage female candidates in the recruitment and selection
process. Are there gender awareness initiatives? Is every person involved in the process/team aware equality
issues?
5. Issues of team composition: Persons with strong positional power can easily influence the decision making
process. Certain decisions are made within groups. Are these groups gender balanced?
6. Issue of compensation: In many companies pay is not equal o both of the genders. In routine type of jobs female
re preferred by employers simply because males demand more salary than female counter parts.
7. Other issues: It can be in terms of differences between male and female in terms of age limit, testing criteria,
height and weight geographical area.

Placement
Placement is allocation of new employees to job. Proper placement builds a competent and satisfied work force.
Not only the candidates are suitable to the job but also the job should be suitable to the person. When selected
candidates report for duty they should be placed in the right job. A misplaced employee is a frustrated employees.
Placement refers to assigning rank and responsibility to an individual, identifying him with a particular job. If the
person adjusts to the job and continue to perform per expectations, it means that the candidate is properly placed.
According to Micheal Jucious “ Placement is the determination of the job to which an accepted candidates is to
be assigned his assignment to that job

Points to be noted while placement

1) First, placement is for a probation period. Usually extending from 6 to 12 month. Orientation and pre-service
training are given to the employees during the probation period. If the performance is satisfactory during the
probation period the employees is given tenure (permanent posting). If the performance is unsatisfactory, the
probation period may b extended or the employees is asked to quit the job.
2) Some employees may themselves like to quit job during probation period, if they are not satisfied with the job or
placement.
3) Placement involves assigning a specific rank and responsibility to the selected candidates. It implies matching of
job requirement with the qualification of the candidates.
4) Promotion, transfer and demotion also require placement action.
5) Misplaced employees perform below expectation corrective action should be taken to place them properly so that
they become fit for the job.
6) Placement should relate with legal provisions.

Benefits of proper placement

1) Reduced employee’s turnover, absenteeism and accident.
2) Improve employee’s morale and satisfaction.
3) Better adjustment to job and work environment by candidates i.e. performance on job matches the expectation.

INDUCTION
CONCEPT
It is the matter of introducing a new employees into the orgn. with a view to increase his confidence and
developing a sense of co-operation. This will promote good morale of the employees in the orgn. It is the final steps
in selection test. Orientation helps new employees to adopt to the new environment. Actually speaking orientation is
the problem of introducer or orientating a new employees to his work group, supervisor and orgn.
As a small part of socialization, the orientation program may be organized for a few hours to make new
employees familiar with the new work situation. It helps to avoid “reality shock” the state which result from the
disparity between what the new employees expected from his or her new job and the realities of it. It helps to reduce
the initial anxiety which we feel when we first begin a new job.
Orientation program are frequently used to familiarize newly appointed employees with the current rules and
regulation, the benefit and incentives offered by the orgn. and to provide a small orientation, handbook comprising
information on the policies and practice of the orgn.
So, in brief orientation is a tool of socialization process. It introduces the new employees to the orgn. and its
work environment.

Purpose/ objectives of induction.

i) To familiarize the objectives of orgn. such as rules, policies, histories, physical facilities etc.
ii) To communicate human resources policies such as benefit pay scale, hour of work, holidays etc.
iii) To review job duties and responsibilities of the employees.
iv) To introduce the employees to supervisors and co-workers.
v) To see whether the right men have been placed on the right job or there has been a mistake

End of the second chapter.