MANAGEMENT

 THE PROCESS OF EFFICIENTLY

COMPLETING ACTIVITIES WITH AND
THROUGH OTHER PEOPLE
 PLANNING
 ORGANIZING
 LEADING
 CONTROLLING
MANAGEMENT:

 PLANNING:
SETTING ORGANIZTIONAL GOAL AND
ACTIONS IN ADVANCE TO ACHIEVE
THEM.
 ORGANIZING:
- DETERMINING WHAT JOBS ARE TO BE
DONE
-BY WHOM
-WHERE DECISIONS ARE TO BE MADE
-HOW TO GROUP EMPLOYEES
MANAGEMENT:

 LEADING:
DIRECTING THE WORK OF OTHERS

 CONTROLLING:
MONITORING ACTIVITIES OF
OTHERS TO ENSURE GOALS ARE
MET
HRM PROCESS
HRM Process consists of Eight Activities
plus Two Environmental Factors
 The First Three:
HR Planning, Recruitment, Selection
They ENSURE that the Competent
Employees are
IDENTIFIED and SELECTED
 The Fourth and Fifth:
Orientation & Training
They provide employees with
Up-to-date KNOWLEDGE and SKILLS
HRM PROCESS
 The Final Three:
Performance Management
Compensation and Benefits
Career Development
They make sure that the organization
RETAINS
Competent and high performing
Employees who are capable of sustaining
high performance
HRM PROCESS

Environmental Factors:
 LABOR UNIONS
-They represent Workers
- They seek to Protect the Interests of
Workers through Collective Bargaining
 GOVERMENTAL LAWS and
REGULATIONS
HR PLANNING
 Through HRP organizations can Avoid
Sudden Talent Shortages and Surpluses

 Managers ensures that they Have the

RIGHT NUMBER of
RIGHT KIND of PEOPLE at the
RIGHT PLACES and at the
RIGHT TIMES
HR PLANNING
ASSESSING CURRENT HUMAN
RESOURCES
 HUMAN RESOURCE
DATABASE/ INVENTORY
 JOB ANALYSIS:
An assessment that Defines
Jobs and Behaviors
necessary to Perform them.
HR PLANNING
 Job Description:
A written Statement of
What a Job Holder DOES
HOW IT IS DONE?
WHY IT IS DONE?

 Job Specification:
A statement of the Minimum Qualifications
that a person
Must Possess to Perform a
given Job Successfully.
HR PLANNING
ASSESSING FUTURE HUMAN RESOURCES
NEEDS

Demands of Employees is a Result of

Demand for the organization’s
Products and Services
 PERSONNEL PLANNING:
PLANNING
PLANNING and FORECASTING
 Employment Planning/ Personnel
Planning is the process of deciding
what Positions the Firm will have to Fill,
and
How to Fill them.
 It covers all FUTURE Positions.
 Succession Planning: The process of
Filling company’s most important
Executive Jobs.
 PERSONNEL PLANNING:
PLANNING
 Following are few Situations which
Influence the firm to Fill certain Positions.
--Plans to Enter New Businesses
--Build New Plants
--Reduce Costs

 Whether to fill projected openings from

WITHIN or from OUTSIDE.
 PERSONNEL PLANNING:
PLANNING
 Following are few Situations which
Influence the firm to Fill certain Positions.
--Plans to Enter New Businesses
--Build New Plants
--Reduce Costs

 Whether to fill projected openings from

WITHIN or from OUTSIDE.
 PERSONNEL PLANNING:
PLANNING
 Following are few Situations which
Influence the firm to Fill certain Positions.
--Plans to Enter New Businesses
--Build New Plants
--Reduce Costs

 Whether to fill projected openings from

WITHIN or from OUTSIDE.
 PERSONNEL PLANNING:
FORCASTING
For Planning of Employment Requirements one
needs to Forecast three things:
1. Forecasting Personnel Needs:
Use of certain types/tools of Analysis to
estimate HR Needs based on
Sales Projections
and Historical Sales.
First to Forecast Revenues
then Estimate the Size of the Staff required
to Achieve this sales Volume.
 PERSONNEL PLANNING:
FORCASTING
 TREND ANALYSIS:
-Studying Variations in the firm’s
Employment Levels over the last few
years.
-The purpose is to Identify trends that
might Continue into the Future.
 RATIO ANALYSIS

eg. Sales Revenue to Sales Reps. Ratio

PERSONNEL PLANNING:
FORCASTING
 SCATTER PLOT:

It shows graphically how two variables are

Related.

---Variable 1: Size of Hospital-no. of beds

---Variable 2: Number of Nurses/Doctors

-Horizontal Axis: Number of beds

-Vertical Axis: Number of Nurses
 PERSONNEL PLANNING:
FORCASTING
FORCASTING THE SUPPLY OF INSIDE
CANDIDATES
 Manual Systems and Replacement Charts
(1) Personal Inventory and Development
Record Form

(2) Personal Replacement Charts

They show the present performance
and Promote ability for each position’s
potential Replacement.
 Computerized Information Systems
 PERSONNEL PLANNING:
FORCASTING
FORCASTING THE SUPPLY OF OUTSIDE
CANDIDATES
 Considering General Economic

Conditions

 Unemployment Rates
-Lower the Unemployment Rate the
more Difficult it will be to Recruit
personnel
JOB ANALYSIS

The Procedure through which one

Determines the DUTIES of POSITIONS/
JOBS in an organization and the
CHARACTERISTICS of the PEOPLE to HIRE
for them.
 JOB ANALYSIS

 ORGANIZATIONS

 POSITIONS

 JOBS

 JOB DESCRIPTION

 JOB SPECIFICATION
JOB ANALYSIS

TYPES OF INFORMATION REQUIRED FOR

VIA JOB ANALYSIS:
 WORK ACTIVITIES
-What, How, When, and Why the worker
Performs each Activity.
 HUMAN BEHAVIOR
Behaviors like Communicating, Deciding,
Sensing
 MACHINES, TOOLS, EQUIPMENT and
WORK AIDS
JOB ANALYSIS

 PERFORMANCE STANDARDS

 JOB CONTEXT

 HUMAN REQUIREMENTS
JOB ANALYSIS

USES OF JOB ANALYSIS

 Recruitment and Selection

 Compensation

 Performance Appraisal

 Training

 EEO Compliance
 JOB ANALYSIS
STEPS IN JOB ANALYSIS
 Decide how you will use the Information

 Review Relevant Background Information

 Select the Representative Position

 Actually Analyze the Job

 Verify the Job Analysis Information

 Develop the Job Description and Job Specification

JOB ANALYSIS

METHOD OF JOB ANALYSIS

 Interviews

 Questionnaires

 Observation

 Participant Diary

 Quantitative Job Analysis Techniques

JOB ANALYSIS:
METHODS OF JOB ANALYSIS
 INTERVIEW:
-Most widely used method

-Relatively Simple and Quick way

-Occasional Activities are also noticed

-Main Problem; Distortion of Information

JOB ANALYSIS:
METHODS OF JOB ANALYSIS
 -Interview is often taken as efficiency
evaluation for changing a job’s pay
rate.
They then Exaggerate certain
Responsibilities while minimizing
others.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
 INDIVIDUAL INTERVIEWS

 GROUP INTERVIEWS:
with groups of employees who have the
SAME job. It is used when Large number of
employees are performing the Same or
Identical Work.

 SUPERVISOR INTERVEIWS
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
INTERVIEWS: TYPICAL QUESTIONS

 What is the Job?

 What are the Major Duties of your
Position?
 Education, Experience, Skills Required..?
 --
 --
 --
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
INTERVIEW GUIDELINES:
 Identify the Workers who know the Job

best.

 Establish the Rapport with the Interviewee.

 Follow a Structured Guide which lists

Questions and Space for their Answers
JOB ANALYSIS:
METHODS OF JOB ANALYSIS

 Listing of Duties in order of Importance

and Frequency of Occurrence

 Review and Verify the data with the

Supervisor and the Interviewee
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
QUESTIONNAIRES

 Structured/ Unstructured
 Quick and Efficient way to obtain
information from a large number of
employees.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
QUESTIONNAIRES (Cont…)

 Less Costly then Interviews

 Negative aspect is that Developing and

Testing the questionnaire can be
Expensive and Time-consuming.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
OBSERVATION

 Useful when jobs consist of Physical

Activities

 Not appropriate when the job

consists of a lot of Mental Activities
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
OBSERVATION

 Reactivity;
Worker Changing what he
or she normally does because the
Observer is watching.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
PARTICIPANT DIARY/ LOGS

 Workers keep a Diary of there Activities

during the day along with the time.

 Hi-tech Approach; Dictating Machines and

Pagers
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
QUANTITATIVE JOB ANALYSIS
TECHNIQUES

 For Pay purposes you may want to be

able to assign quantitative values to each
job.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
Three popular quantitative methods
 POSITION ANALYSIS QUESTIONNAIRE
 DEPARTMENT OF LABOR PROCEDURE
 FUNCTIONAL JOB ANALYSIS

1. POSITION ANALYSIS QUESTIONNAIRE

It contains 194 Items each of which
represent a basic element that may or may
not play an important role in the job.
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
1. POSITION ANALYSIS QUESTIONNAIRE
1. Information Input
1.1 Source of Job Information
Rate each of the following item of the
extent to which it is used by the worker
as a source of information in performing
his/her job.
1- 4. Written Material; books, reports, Articles
6- 5. Measuring Devices; Rulers, Calipers,
Pressure Gauges, Thermometers
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
 Extent of Use:
NA-does not apply,
1- Nominal,
2-Occasional,
3- Moderate,
4-Considerable,Very Substantial)
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
U.S. DEPARTMENT OF LABOR PROCEDURE

Set of Basic Activities (Worker Functions)

they describe what a worker can do with
respect to DATA, PEOPLE, and THINGS.
A. with respect to People basic functions
includes: Mentoring, Negotiating,
Supervising
B. with respect to Data basic functions
include: Synthesizing, Coordinating, Copying.

C. With respect to Things basic functions

include: Handling, Operating, Manipulating
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
FUNCTIONAL JOB ANALYSIS
It rates the Job not just on data, people,
and things, but also on Four More
Dimensions:
1. The Extent to which Specific
Instructions are necessary to perform
the Task.
2. The Extent to which Reasoning and
Judgment are required to the perform
the Tasks
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
3. The Extent to which the Mathematical
Ability required to perform the perform.

4. Verbal and Language Facilities required

to perform the job.

Functional Job Analysis also Identifies

Performance standards and Training
requirements
JOB ANALYSIS:
METHODS OF JOB ANALYSIS
USING MULTIPLE SOURCES OF
INFORMATION
Collecting Job Analysis Data from just
one source may lead to Inaccurate
Conclusions.
Where possible, Collect Job Analysis Data
from Several Sources/ Types of
Respondents:
Individuals, Groups, Observers,
Supervisors, and Job Analysis's
JOB ANALYSIS:
WRITING JOB DESCRIPTIONS
Job Description is a Written Statement of
What the Worker Actually Does,
How he/she Does it
What the Working Conditions are.

This information is Used to Write a Job

Specification, that is,
Knowledge, Skills, and Abilities Required
to perform the job satisfactorily.
JOB ANALYSIS:
WRITING JOB DESCRIPTIONS
Most Job Descriptions has following sections:

1. Job Identification
2. Job Summary:
It describes General Nature of Job and
includes only Major Functions or Activities.
3. Relationships:
Jobholder’s relationships with others INSIDE
and OUTSIDE the organization.
- Reports to…, Supervises…., Works with….,
Outside the company…
JOB ANALYSIS:
WRITING JOB DESCRIPTIONS

3. Responsibilities and Duties

5. Standards of Performance
-It lists the Standards the employee is
Expected to Achieve under each of
the Job Description’s Main Duties and
Responsibilities
6. Working Conditions
JOB ANALYSIS:
Job Specifications
7. Job Specifications
Specification for Trained versus Untrained
Personal:
-If the requirement is to fill the jobs with
Untrained people one must specify
qualities such as…
Physical Traits, Personality, Interests, or
Sensory skills that imply some potential for
performing or to do the job.
-The goal will be to validly predict which
candidate would do well on the Job and which
would not.
JOB ANALYSIS:
Job Specifications
 Employers Identify Human Requirements
through a Subjective, Judgmental Approach
or through Statistical Analysis.
 Specification based on Judgment;
Educated Guesses of Supervisors and
Human Resource Managers.
JOB ANALYSIS:
Job Specifications
RATING JOB SPECIFICATIONS ON
STATISTICAL ANALYSIS

 The Aim is to Determine Statistically the

Relationship between Human Trait
( Predictor) such as Intelligence and
some Criterion of Job Effectiveness.
 PERSONNEL PLANNING:
PLANNING
PLANNING and FORECASTING
 Employment Planning/ Personnel
Planning is the process of deciding
what Positions the Firm will have to Fill,
and
How to Fill them.
 It covers all FUTURE Positions.
 Succession Planning: The process of
Filling company’s most important
Executive Jobs.
 PERSONNEL PLANNING:
PLANNING
 Following are few Situations which
Influence the firm to Fill certain Positions.
--Plans to Enter New Businesses
--Build New Plants
--Reduce Costs

 Whether to fill projected openings from

WITHIN or from OUTSIDE.
 PERSONNEL PLANNING:
FORCASTING
For Planning of Employment Requirements one
needs to Forecast three things:
1. Forecasting Personnel Needs:
Use of certain types/tools of Analysis to
estimate HR Needs based on
Sales Projections
and Historical Sales.
First to Forecast Revenues
then Estimate the Size of the Staff required
to Achieve this sales Volume.
 PERSONNEL PLANNING:
FORCASTING
 TREND ANALYSIS:
-Studying Variations in the firm’s
Employment Levels over the last few
years.
-The purpose is to Identify trends that
might Continue into the Future.
 RATIO ANALYSIS

eg. Sales Revenue to Sales Reps. Ratio

 SCATTER PLOT:

It shows graphically how two variables are

Related.

---Variable 1: Size of Hospital-no. of beds

---Variable 2: Number of Nurses/Doctors

-Horizontal Axis: Number of beds

-Vertical Axis: Number of Nurses
 PERSONNEL PLANNING:
FORCASTING
FORCASTING THE SUPPLY OF INSIDE CANDIDATES

 Manual Systems and Replacement Charts

(1) Personal Inventory and Development
Record Form

(2) Personal Replacement Charts

They show the present performance
and Promote ability for each position’s
potential Replacement.

 Computerized Information Systems

 PERSONNEL PLANNING:
FORCASTING
FORCASTING THE SUPPLY OF OUTSIDE
CANDIDATES
 Considering General Economic

Conditions

 Unemployment Rates
-Lower the Unemployment Rate the
more Difficult it will be to Recruit
personnel
RECRUITING
Developing an Applicant Pool
The more applicants you have, the more
Selective you can be in your Hiring.
 Recruitment must make sense in terms
of your company's strategic plans.

 Some Recruiting Methods are Superior to

others depending on the type of job you are
recruiting for and what your Resources are.

 Success to Recruiting depends to a great

extent
on non-recruitment HR issues.
RECRUITMENT
 It is a process of
LOCATING,
IDENTIFYING and
ATTRACTING
Capable
Applicants.
RECRUITMENT
Major Sources of Potential Job Candidates:
 Newspapers/ Magazines/ Professional Journals

 INTERNET

 EMPLOYEE REFERRAL
-may not Increase the Diversity of Employees

 Organization’s Web site

 University/ College Recruiting
 Professional Recruiting Organizations
 Industrial/ Professional Associations
RECRUITMENT
DECRUITMENT:
- Firing
-Layoffs
-Attrition
-Transfers
-Early Retirements
-Job Sharing
RECRUITING
Developing an Applicant Pool
The more applicants you have, the more
Selective you can be in your Hiring.
 Recruitment must make sense in terms
of your company's strategic plans.
 Some Recruiting Methods are Superior to
others depending on the type of job you are
recruiting for and what your Resources are.
 Success to Recruiting depends to a great
extent on non-recruitment HR issues.
RECRUITING

ORGANIZING THE RECRUITMENT

FUNCTION:

 LINE AND STAFF COOPERATION

HR Manager must know what the Job
Entails, leadership style, etc.
Obtaining additional Insights into the
skills and talents the new worker will
need.
RECRUITING

 MEASURING RECRUITMENT
EFFECTIVENESS
- Very few firms Evaluate the Outcomes of
their recruitment Efforts.

 RECRUITING YIELD PYRAMID

New Hires = 50
Offers made = 100
Candidates Interviewed = 150
Leads Generated = 1200
Constraints on Recruiting Efforts
 A pool of Qualified Applicants may not include the
Best Candidates, or the
Best Candidates may not want to work for
the organization

 Five Constraints
1. Organization Image
2. Job Attractiveness
3. Internal Organizational Policies
4. Govt. Influence
5. Recruiting Costs
Constraints on Recruiting Efforts

1.ORGANIZATIONAL IMAGE:

 A poor image of the organization may limit

its Attraction to Applicants

 Poor Quality Products ,

Polluted environment,
Unsafe Working Conditions
Being Indifferent to Employees Needs
Constraints on Recruiting Efforts

2. JOB ATTRACTIVENESS
Jobs viewed as Low Paying, Anxiety
Creating, Lacking in Promotion Potential and
Hazardous rarely Attract a Qualified Pool of
Applicants

3. INTERNAL ORGANIZATIONAL POLICIES

-Promote from within ….
Such policies may reduce the number of
applications
Constraints on Recruiting Efforts

4. GOVT. INFLUENCE

-No preference should be given on the basis

of race, gender and religious/ political
background
-Attractive females for flight attendant
positions
-Female Candidates if rejected on the basis
of age for flight attendant position
Constraints on Recruiting Efforts

5. RECRUITING COST:

-Recruiting efforts are Expensive

- Budget Restrictions

Maximizing recruiting budgets by

first Interviewing employees using
Phone Calls
or through Video Conferencing
RECRUITING:
INERNAL SOURCES
Promote-from-Within-wherever-Possible
Advantages:
 Less Costly

 Builds Morale

 Encourages ambitious employees

 Information is Available about the Candidate

hence the Probability of a good Selection
 The Chosen employee already Knows the
organization
RECRUITING :
OUTSIDE SOURCES OF CANDIDATES

 ADVERTISING
 EMPLOYMENT AGENCIES
 TEMPORARY AGENCIES
 OUTSOURCING
 EXECUTIVE RECRUITERS
 COLLEGE RECRUITING]
 REFERRALS and WALK-INS
 RECRUITMENT VIA THE INTERNET
RECRUITING :
OUTSIDE SOURCES OF CANDIDATES
ADVERTISING
To use Ads Successfully as Recruiting
Source Employers have to Address two
ISSUES:
1. Advertising Medium 2. Ad’s Construction
 MEDIA:

Selection of the best Medium depends

on the Position for which you are
recruiting.
RECRUITING :
OUTSIDE SOURCES OF CANDIDATES
ADVERTISING
1. MEDIA
 Local News Papers –
For Blue-collar jobs, Lower-Level
Administrative employees.

 Trade and Professional Journals

For Specialized Employees
RECRUITING :
OUTSIDE SOURCES OF CANDIDATES
ADVERTISING
2. CONSTRUCTION OF AD
-AIDA: Attention, Interest, Desire, Action
Attention: Ad displays
Interest: “ Outstanding Opportunities
for Advancement”
Desire: Create desire by spotlighting
the job’s interest factors
Action: Make sure the Ad prompts
Action
RECRUITING:

 Employment Advertisement’s
Effectiveness:

- Employers should try to create positive

impressions of their companies through
job postings.

- Word-of-mouth
RECRUITING:

EMPLOYMENT AGENCIES
1. PUBLIC AGENCIES:
-Overseas Employment Authority

2. PRIVATE AGENCIES
-Market conditions determine whether
the candidates pay fees or not.
- In most cases Employers pay the fees.
-Why turn to Agencies:
-----, -----, -----, -----, -----, -----, -----, -----,
RECRUITING:

TEMPORARY AGENCIES

 To supplement their Permanent

workforce employers Hire Contingent
or Temporary workers. Are also called
Just-in-time workers.

 Clerical staff, Maintenance staff and

even Management Support staff

 Concerns of Temporary Employees

RECRUITING:
OUTSIDE SOURCES OF CANDIDATES
EXECUTIVE RECRUITERS
(Headhunters)

 Special Employment Agencies which

seek out Top-management talent for
their clients.
RECRUITING:
OUTSIDE SOURCES OF CANDIDATES
ON DEMAND RECRUITING
SERVICES
 Provides short-term specialized
recruiting to support specific
projects.

 They are paid by the Hour or Project

instead of a Percentage.
RECRUITING:
OUTSIDE SOURCES OF CANDIDATES

 COLLEGE RECRUITING

 REFERRALS and WALK-INS

 RECRUITING VIA INTERNET

SELECTION: Importance
1. Managers performance always
depend in part on the Subordinates

2. It is COSTLY to Recruit and Hire

employees

3. LEGAL Implications of Incompetent

Hiring
-EEO Laws, NEGLIGENT HIRING
SELECTION

PROTECTION AGAINST NEGLIGIENT

HIRING:
-Unexplained Gaps in the Application
Form
-Reference Checks
-Preserving Information about the
Applicant
-Rejecting Applicants with False
statements
SELECTION:
Basic Testing Concepts
RELIABILITY And VALIDITY
1.RELIABILITY:
 A Reliable Test produces CONSISTENT

Scores when taken

on different Occasions.
 It is any Test’s major Requirement.
SELECTION:
Basic Testing Concepts
2. VALIDITY:

 Does a given test Measure What it is

Supposed to Measure?
 Refers to evidence that the test is Job-
related.
SELECTION:
Basic Testing Concepts
Two main ways to demonstrate a test’s
Validity:
1. Criterion Validity 2. Content Validity
1. CRITERION VALIDITY:
…demonstrating that those who do well
on the test also do well on the job.
SELECTION:
Basic Testing Concepts
Two main ways to demonstrate a test’s
Validity:
1. Criterion Validity 2. Content Validity
1. CRITERION VALIDITY:
…demonstrating that those who do well
on the test also do well on the job.
SELECTION:
Basic Testing Concepts
2. CONTENT VALIDITY:
…That the test Constitute a fair sample of
the content of the job.
…Identifying Job Tasks and Behaviors that
are Critical to Performance and
-preparing the Tests according to
them
TYPES OF TESTS

 COGNITIVE (MENTAL) ABILITIES

 MOTOR and PHYSICAL ABILITIES

 PERSONALITY and INTERESTS

TYPES OF TESTS

COGNITIVE (MENTAL) ABILITIES

 General Reasoning Abilities:
e.g., Intelligence
 Specific Mental Abilities:
e.g., Memory, Inductive Reasoning

Intelligent Tests
---It reflects the Extent to which the person is Above or
Below the Average Adult’s Intelligence Score.
TYPES OF TESTS

TESTS OF MOTOR and PHYSICAL

ABILITIES

 Measures Speed and Accuracy of

Actions and Reaction Time,
Fingers, Hand and Arms Dexterity.

 Body Coordination and Stamina

TYPES OF TESTS: Measuring
Personality and Interests
 It has been proved that Personality Tests
can PREDICT Job Performance.

 Personality Tests measure basic Aspects

of an applicant’s Personality, such as;
INTROVERSION
CONSCIENTIOUSNESS
STABILITY
MOTIVATION
TYPES OF TESTS: Measuring
Personality and Interests
 INTEREST INVENTORY:
A Personal Developmental and Selection
Device that Compares the person’s
Current Interests
with those of Others Now in
various Occupations
so as to Determine the Preferred
Occupation for the Individual.
TYPES OF TESTS:
Achievement Tests
 Achievement Tests measure
What a Person has Learned.
 They measure
JOB KNOWLEDGE.
 WORK SAMPLES and
SIMULATIONS
 They Differ from most tests as discussed
earlier because they measure Job
Performance Directly.

 The Examinees are presented with

the Situations Representative of the
job for which they are Applying and
Evaluate their Responses to these
Hypothetical Situations.
WORK SAMPLES and
SIMULATIONS

WORK SAMPLING FOR SELECTION:

-Measures How a candidate actually
Performs some of the
job’s basic Tasks.
SIMULATIONS
 MANAGEMENT ASSESSMENT
CENTRES:
-Two to Three day Simulation in which 10
to 12 candidates perform Realistic
Management Tasks under the Observation
of Experts who Appraise each candidate’s
Leadership Potential.
SIMULATIONS: MANAGEMENT
ASSESSMENT CENTRES
TYPICAL SIMULATED EXERCISES:
 The In-Basket
 Leaderless Group Discussion
 Management Games
 Individual Presentation
 The Interviews
SELECTION

 BACKGROUND INVESTIGATIONS
 REFERENCE CHECKS
 POLYGRAPH TEST
 PAPER-and-PENCIL HONESTY TESTS
INTERVIEWING CANDIDATES

TYPES OF INTERVIEWS:
 STRUCTURED VS. UNSTRUCTURED
INTERVIEWS
 INTERVIEW CONTENTS
 ADMINISTERING THE INTERVIEW
The Selection Process
 INTITIAL SCREENING
Step 1 – Screening Inquiries
Step 2 - Screening Interviews
-Elimination of some of the Respondents
Lack of adequate Experience/ Education
….red flags e.g.
Gaps in the applicants Job History
Many Brief Jobs
Numerous irrelevant Courses
The Selection Process
INTITIAL SCREENING
 Opportunity for HR Dept. to Describe the
Job in detail to the candidate

 Encourages the Unqualified or Marginally

Qualified to Voluntarily Withdraw from
Candidacy

 Identifying the Salary Range

The Selection Process
APPLICATION FORM:
 Company Specific Employment form used to
generate specific Information the company
wants

 Job-performance-related brief data of Applicant’s Life, Skills,

Accomplishment etc.

 Applicant’s signature for the truthfulness about the given

Information

 Traditional Items on Application Form:

Age, Religion, Marital Status, Spouse Occupation, Number and
Ages of Children, Hobbies-
- It is the responsibility of the Management to prove that these
items are Job-related
RECRUITMENT:
Complex Elements
 Recruitment Efforts must make Sense in
terms of the company’s Strategic Plans

 Depending on the Type of Job one is

recruiting for some recruiting Methods are
Superior than Others
RECRUITMENT:
Complex elements
 Success of Recruiting depends greatly on
Non-Recruitment
Issues and Policies
for example:
paying 10% more than the
Competitors
RECRUITMENT:
Complex elements
 Good recruiting requires
Pre-Screening employees;
it may be done by
-Comprehensive Listing of Job
Requirements in the job ad
-Providing the
Realistic Preview
of the job during the
Initial Call or Contact
RECRUITMENT:
Complex elements
 Firm’s Image Affect its Recruitment
Results
-Poor Diversity reputation

 Employment Laws prescribes what

Recruiters/ Managers
CAN and CANNOT DO
Recruitment and Selection

 Recruitment and selection allow

management
to determine and gradually modify
the behavioral characteristics and
competences
of the workforce.
Recruitment and Selection

 preference for working with others

as opposed to the individualism
 Attention has switched from
rigid lists of skills and abilities to broader-
based competences
Recruitment and Selection

 Greater regard for personal flexibility and

adaptability

 a reorientation from present to future

stability
Recruitment and Selection

Resourcing Philosophy
 Organizations with a
Strong Culture-More Senior Jobs
are Filled from the
Internal Job Market
 Companies looking for the
best fit for the job may rule out internal
applicants
 Informal Recruiting

 Word-of-mouth applicants
stay longer
But it is discriminatory
as it restricts applications to
established communities
Formal Recruiting
 Equal opportunity demands equal access.
This can only be achieved through
public and open recruitment

 The likelihood of attracting 'suitable‘

applicants Depends on the detail and
specificity of the…
recruitment advertisement
Formal Recruiting

 Employers do not want to be

swamped with large numbers of
applications from unsuitable
people
E-cruitment
 E-cruitment is Revolutionizing the
Recruitment Industry

 It is not just only to attract

candidates but to deal with them
too.
WHAT IS?......THE BEST

 Competition for the 'best' graduates

requires employers to have a clear idea of
what they mean by 'best'.
Recruitment needs to send a strong,
distinctive message to these people
Cultural fit and web-based recruiting

 Web-based recruiting can also reduce

recruitment costs by as much as 95%
compared to more traditional methods.

 But are these businesses attracting

applicants who fit their company
cultures?
Cultural fit and web-based recruiting

 Culture help understand what the

company stands for
 Provide growth opportunities for those
who match well

 To Make potential recruits understand

company’s culture should be a key part
of its efforts to attract and retain high
performers.
Cultural fit and web-based recruiting

 An experiment; to examine
person-organization fit
and how feedback influenced job seekers
-Applicants described their
Value Preferences and were then
given Feedback
about their likely Fit with the
Organization’s Culture
Cultural fit and web-based recruiting

 A recent Study found that feedback

concerning cultural fit can affect a Web-
based applicant's attraction to an
organization.

 Those who did not seem to have a good

match were less attracted to the company
Cultural fit and web-based recruiting

 Organizations can influence potential

applicants
by providing feedback
about their cultural fit.
The interactive capability of web-based
recruitment makes this a significant
feature compared to other forms of
recruitment
NATURE OF STAFFING:
Definition
 Staffing is the process of
ACQUIRING
DEPLOYMENT, and
RETAINING
a Workforce of Sufficient Quantity
to Create Positive Impact on the
Organization’s Effectiveness