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7/29/2019 PPT for Exam -Essentials of H R M ( P G )
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CHAPTER -- 1
THE STRATEGIC ROLE OFHUMAN RESOURCE
MANAGEMENT
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LEARNING OBJECTIVES
What HRM is and how it relates to themanagement process?
Why HRM important to all Managers?
Challenges of HRM?
Organization of HR department
How HRM differ from PM?
Qualities of HR Manager
Responsibilities of HR Department
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What is HRM?
Human Resource Management is the
process of acquiring, training, appraisingand compensating employees, and attending
to their labor relations, health and safety,
and fairness concerns.
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TOPICS INCLUDED
Conducting job analysis
Planning for human resource
Recruiting candidates for jobs Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
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TOPICS INCLUDED(Cont.)
Appraising performance
Communicating (counseling, disciplining)
Training and developing managers Building employee commitment
Employee health and safety
Handling grievances and labor relations
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Why HRM important to all
Managers?
You dont want to:
Hire the wrong person for the job
Experience high turnover Find your people not doing the best
Waste time with useless interviews
Have your company taken to court becauseof discriminatory actions
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Why HRM important(Cont.)
Have your company cited under safety laws
for unsafe practices
Have some employees think their salariesare unfair and inequitable to others
Allow a lack of training to undermine
effectiveness
Commit any unfair labor practices
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CHALLENGES OF H R M
Changing mix of workforce
Changing personal values of the workforce
Changing expectations of employees
Changing levels of productivity
Changing demands of Government andSociety
Bringing organizational effectiveness in acompetitive environment
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HRMExternal I
n
ternal
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How HRM relates to
Management Process? Planning: Determining personnel program in advance
Organizing: Designing the structure of relationships
Directing: Getting people to work willingly and
effectively Controlling: Regulating activities in advance with
personnel plan
Staffing: Obtaining proper kind and number of
personnel
Evaluation: Appraising the performance of theemployees
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How HRM relates(Conti.)
Development: Increase of skill throughtraining necessary for performance
Compensation: Adequate and equitableremuneration of personnel
Integration: Reconciliation of individualand organizational interests
Maintenance: Maintaining the effective
workforce
Separation: Retiring or discharging anemployee
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How HRM differ from PM
P M HRM
Written contract Beyond contract
Defined rules Do away with rulesProcedural Business needs
Practices Values/mission
Monitoring Nurturing
Labor Mgmt Customer Mgmt
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How HRM differ.contd.
P M HRM
Piecemeal initiative Integrated
Slow decision Fast decisions
Indirect communication Direct
Fixed grades Performance related
Many job categories Few
Division of labor Team-work
Treated as tool Treated as an asset
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HRM- Its all about Results
For many years it has been said that capital
is the bottleneck for a developing industry. I
dont think this any longer holds true. I
think its the workforce and a companys
inability to recruit and maintain a good
work force that does constitute the
bottleneck. F.K.Foulkes
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Organization of HR Department
Largely depends on:
Scale of operations
Attitude of Top Management
Manufacturing or Service Organizations
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GM/HR Manager
Manager
Personnel
Manager
Administration
Manager
HRD
Manager
IR
Appraisal Training and
development
PR Canteen Medical Welfare Transport Legal
Human
Resource
Planning
Hiring Grievance
Handling
Compensation
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Qualities of HR Manager
Fairness and firmness
Tact and resourcefulness
Sympathy and coordination
Empathetic approach
Knowledge of labour laws
Broad social outlook
Competence in profession
Academic qualifications
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Responsibilities of HR Department
Human Resource Planning
Job Analysis
Recruitment
Selection
Placement Training and development
Remuneration
Motivation
Participative management Communication
Safety and health
Welfare
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Responsibilities of HR ..Contd.
Promotions
Industrial relations
Trade unionism
Disputes and their settlement Ethical issues in HRM
Future of HRM
International HRM Personnel records
Personnel research
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Responsibilities of HR .Contd.
Job evaluation
Induction/orientation
Counselling
Attitude surveys
Suggestion systems
Performance appraisal system
Pay roll processing
Office maintenance services
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Competency Model-HR
Professionals
Business Mission Oriented
Strategic Planner
Systems Innovator
Understand Team Behavior
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Competency Model-HR
Professionals
Leader Take Risks
Ethical
Decisive
Develops Staff
Create Trust
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Competency Model-HR
Professionals
HR Expert Knows HR Principles
Customer Oriented
Applies Business Procedures
Manages Resources
Uses HR Tools
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Staff Managers HRM Jobs
Line authority ( directing people in his/her
own department, and the service dept. plant
cafeteria)
Implied Authority ( by virtue of knowledge
of others and access to top management)
Functional Control ( authority exerted as
coordinator of HR activities)
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Staff Managers HRM (Conti.)
Employee advocacy ( responsibility for
defining how management should be
treating employees, make sure employees
have the mechanisms required to contest
unfair practices, and represent the interests
of employees within the framework of its
primary obligation to senior management.
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Strategic Planning and Trends
Strategy:
The companys long-term plan for how it
will balance its internal strengths and
weaknesses with its external opportunities
and threats to maintain a competitive
advantages.
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Levels of Strategic Planning
Corporate level:
Identifies the portfolio of businesses that
comprise the organization, and the ways in
which these businesses relate to one another
Business level:
Identifies how its managers will build andstrengthen that businesss long-term
competitive position in the marketplace
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Levels of strategic(contd.)
Functional level:
Identify the basic courses of action that
each of the departments will pursue in order
to help the business attain its competitive
goals
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Basic Strategic Trends
Globalization: Putting production facilities
anywhere in the world, where most advantageous.
Technological advances: Enables companies to be
to be more competitive. The nature of work: Knowledge intensive jobs
increasing e.g. computers,telecommunications,
biotechnology etc.
The workforce: Increasing diversity in workforce.
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Basic Strategic Trends
Globalization: Putting production facilitiesanywhere in the world, where most advantageous.
Technological advances: Enables companies to bemore competitive.
The nature of work: Knowledge intensive jobsincreasing e.g. computers,telecommunications,
biotechnology etc.
The workforce: Increasing diversity in workforce.
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Consequences of these basic
trends Leads to : Uncertainty, Turbulence, Rapid change,
Mergers, Joint ventures, More consumer choices,
Record number of business failures, More
uncertainty for Managers. Companies must be: Fast, Responsive, Cost
effective, Flat organizations, Quality conscious,
Decentralized, Boundary less, Human capitaloriented, Values and vision oriented, Team based
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HR evolving role
From Protector and Screener
ToStrategic Partner and
Change Agent
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Strategic HRM
Clarifying the business strategy
Realign the HR functions and key people
practices
Create needed competencies and behaviors
Realization of business strategies and
results Evaluate and refine
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Strategic HRM(contd.)
Strategic human resource management:
Linking HRM with strategic goals andobjectives to improve business performance
and develop organizational cultures
fostering innovation and flexibility.
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HR means performance
Can HR have a measurable impact on a
companys bottom line?
Better HRM translates into improved
employee attitudes and motivation
Well run HR programs drive employee
commitment
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Is there a One Best HR Way?
Follow a companys operating and strategicinitiatives
All companies can benefit from
- Profit sharing programs
- Results oriented appraisals
- Employment security
- Foster informal relationships
- Develop global executives
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CHAPTER 2
JOB ANALYSIS
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LEARNING OBJECTIVES
Understand job analysis and how its used
Methods of collecting job analysis
information
Write job descriptions
Write job specifications
How job analysis is done in practice
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Job Analysis
It is a prelude to Recruitment and selection
Job analysis is the procedure for
determining the duties and skills
requirements of a job and the kind of person
who should be hired for it.
Immediate products of this analysis are job
descriptions and job specifications.
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Steps in Job Analysis
Collecting and recording job information
Checking job information for accuracy
Writing job descriptions based on theinformation
Using information to determine skills,
abilities and knowledge required Updating the information from time to time
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What information do I collect?
Work activities
Human behavior
Machines, tools, equipment and work aids Performance standards
Job context
Human requirements
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Work activities
Cleaning
Selling
Teaching Painting
How, why and when the activities are
performed
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Human Behavior
Sensing
Communicating
Deciding Writing
Job demands
Lifting, walking, Jumping jacks?
M hi l i k
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Machine, tools, equipment, work
aids
Products made
Materials processed Knowledge
Services
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Performance standards
Information about jobs performance in
terms of quantity or quality levels of each
job duty needed to appraise employees
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Job Context
Working conditions (Physical)
Schedule (work)
Organizational context ( Reportingrelationship)
Social context ( Number of people with
whom the employee would normally
interact)
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Human Requirements
Job related knowledge and skills
Education, Training, Work experience Personal attributes
Aptitudes, Physical characteristics,
Personality, Interests
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Uses of Job Analysis Information
Validation of hiring procedures
Determining Job Description and Job Specification ofvarious positions
Recruitment and selection decisions Performance Appraisals
Job Evaluation- Wage and salary decisions
Training Requirements
Induction
Job reengineering
M th d f ll ti J b
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Methods of collecting Job
Analysis Information
The interview
Questionnaire
Observation Employee diary/ logs
Quantitative techniques
Multiple sources of information
C ll ti J b A l i
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Collecting Job Analysis
Information
Joint effort between HR, the worker and the
supervisor
Subject Matter Experts
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The Interview: Widely used
Individual interviews with each employee
Group interviews with groups of employeeswho have the same job
Interviews with one or more supervisors
who know the job
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Interview Guidelines
The job analyst and supervisor should
identify the workers who know the job best
and would be objective
Establish a rapport with the interviewee
Follow a structured guide or checklist
Ask a worker to list duties in order of
importance and frequency of occurrence
Review and verify data
H t d t ti i
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How to conduct a questionnaire
session
Use a specific questionnaire
Establish rapport
Follow a structured approach List duties in order of importance or
frequency of occurrence
Review and verify the data
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Observation
Observation may be combined with
interviewing
Take complete notes
Talk with the person being observed
explain what is happening and why
Ask questions
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Diaries and Logs
Self-reporting
Remembering what was done earlier Can use dictating machines and pagers
Time consumed for each activity
Quantitative Job Analysis
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Quantitative Job Analysis
Techniques
Position Analysis Questionnaire: used to
collect quantifiable data concerning the
duties and responsibilities of various jobs
Functional Job Analysis: method of
classifying jobs taking into account the
extent to which instructions,reasoning ,
judgment, mathematical and verbal abilityare necessary for performing job tasks
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Writing Job descriptions
Job identification
Job summary
Relationships Responsibilities and duties
Standards of performance
Working conditions and physicalenvironment
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Job Identification
Title
Date
Approvals (who approved the description) Supervisors title
Salary
Grade level
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Job Summary
General nature
Major functions or activities Include general statements ( performs other
assignments as required
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Responsibilities and Duties
Examples:
- Establishes marketing goals to ensure
share of market
- Maintain balanced and controlled
inventories
Defines the limits of job holders authority:
Purchasing authority,discipline, hiring
Standards of Performance
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Standards of Performance-
Example
Duty: Meeting daily production schedule
Work group produces no fewer than 426
units per working day
Next workstation rejects no more than an
average of 2% of units
Weekly overtime does not exceed an average
of 5%
Working Conditions and
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Working Conditions and
Environment
Working condition involved on the job
Noise level Hazardous conditions
Heat
WRITING JOB
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WRITING JOB
SPECIFICATIONS
What human traits and experience are required to
do the job well ?
- Specifications for trained versus
untrained personnel
- Specifications based on judgment
- Specifications based on physical efforts
- Specifications on communication skills- Specifications on education and experience
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Job Related Behavior
Industriousness
Thoroughness
Schedule flexibility
Attendance
Off-task behavior
Unruliness
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Statistics and Job Analysis
Analyze job
Select personal traits
Test Measure subsequent job performance
Statistically analyze relationship between
trait and performance (e.g. height,intelligence, finger dexterity, supervisors
ratings.
Job Analysis a Practical
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Job Analysis- a Practical
Approach
Decide on a plan
Develop an organization chart
Use a job analysis questionnaire
Obtain lists of jobs duties
Compile the jobs human elements
Complete your job description
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Step 1: Decide on a plan
Broad outline
What do you expect your sales revenue to
be next year?
What products will you emphasize?
Internally, what will expand, reduce,
consolidate or grow
What new positions will you need?
Step 2: Develop an Organization
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Step 2: Develop an Organization
Chart
Show who reports to the president and to
each of his subordinates.
Complete the chart by showing who reports
to each of the other managers and
supervisors.
Step 3: Use a Job Analysis
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Step 3: Use a Job Analysis
Questionnaire
Job Analysis
Job Title:
Description of the job:
Tasks Tools Standard for Conditions for
Used Performance Performance
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Step 3: Continued
Content Analysis
Subject Area Title:
Content Description and Relevant Definitions:
Tasks Tools Standard for Conditions for
Used Performance Performance
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Step 4, 5, 6
Step 4: Obtain the list of Job duties,e.g. find
the duties of a retail salesperson
Step 5: Compile the jobs human
requirements
Step 6: Complete your Job description
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Specialized to Enlarged Jobs
Job Enlargement: Increasing the number of
same-level activities they perform.
Job Rotation: Systematically moving from
one job to another.
Job Enrichment: Redesigning the jobs to
experience more responsibility,
achievement, growth and recognition.
Trends- How Organization are
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Trends How Organization are
responding
The boundary less organization:Widespread use of teams from differentdepartments.
Re-engineering Broad banding job descriptions
Performance-based job descriptions
Empowered employees Skills matrices
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CHAPTER 3
HUMAN RESOURCE PLANNING
AND
RECRUITMENT & SELECTION
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LEARNING OBJECTIVES
Techniques used in employment planningand forecasting
Sources of Recruitment
Advantages and disadvantage of sources ofrecruitment
How prospective employees make choices
Develop a help wanted ad Developing and using application forms
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Human Resource Planning
It is the process of deciding what positions the
organization will have to fill, and how to fill
them. It ensures the right numbers, and the
right kinds of people, in the right places at
the right time doing things for which they
are economically most useful.
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Importance of HR planning
Determining future HR Needs
Coping with changes
Creating highly talented work force
Determination of investments in HR
Overcome resistance to change
Better view of HR dimensions of business
decisions Manpower cost control with advance planning
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Factors affecting HRP
Type and strategy of organization
Organizational growth
Environmental uncertainties
Time horizon
Quality of HR forecasting information
Nature of jobs being filled Outsourcing the work
Pre-requisites for successful HR
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Pre requisites for successful HR
planning
Top management support
Personnel records must be up to date and
readily available
Planning period to be long enough to allow
remedial action
Plans to be based on skill levels rather than
aggregate
f l d
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How to forecast Personnel needs
Projected turnover ( resignations )
Quality and skills of employees in relation
to changing needs of the organization
Strategic decisions to upgrade quality,and
service of products or enter new markets
Technological and other changes
Financial resources available
Methods to predict Personnel
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Methods to predict Personnel
needs
Trend Analysis: Study of a firms past
employment needs over a period of years to
predict future needs
Ratio Analysis: Determining future staff
needs by using ratios between, e.g. sales
volume and number of employees needed
M h d di ( )
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Methods to predict(cont.)
The Scatter plot: A graphical method usedto help identify the relationship betweentwo variables e.g. size of hospital and
number of nurses required. Computerized forecast: Determination of
future staff needs by projecting sales,volume of production, and personnel
required to maintain this volume of outputusing software packages.
M h d di (C )
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Methods to predict(Cont.)
Managerial Judgment: It plays a big role. Using
your judgment help you modify the forecast based
on factors e.g. projected turnover or a desire to
enter new markets- you believe will be important.
Forecasting the supply of inside candidates:
- Qualifications inventories, personnel
replacement charts, position replacement card.
M h d di (C i )
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Methods to predict(Conti.)
Forecasting the supply of outside candidates:
- Anticipate the availability of outside
candidates
- General economic conditions andexpected unemployment rate
- Availability of potential candidates in specific
occupations
- Increased competition in certain occupations
RECRUITMENT
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C U
It is the process of finding and attracting
capable and suitable applicants for
employment. It is creating a pool of
applicants from which new employees are
selected.
PURPOSE OF RECRUITMENT
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PURPOSE OF RECRUITMENT
Increase the pool of job candidates at
minimum cost
Help increase the success rate of the
selection process
Applicants meet organization requirements
Preparing potential job applicants for future
needs
F t i fl i it t
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Factors influencing recruitment
External factors
- Supply and demand
- Unemployment rate
- Labour market
- Political and social
- Sons o soil- Image
F t i fl i C td
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Factors influencing ..Contd..
Internal factors
- Recruitment policy
- Human resource planning
- Size of the firm
- Cost
- Growth and expansion
SOURCES OF RECRUITMENT
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SOURCES OF RECRUITMENT
INTERNAL :
- Promotions from within
- Job posting ( publicizing the open job)
- Former employees
- Succession planning
- Employee referrals- Data bank
SOURCES (C ti )
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SOURCES (Conti.)
EXTERNAL:
- Advertisement
- Employment Agencies
- Campus recruitment
- Walk-ins
- Internet
- Competitors
- Professional Associations
Advantages and disadvantages of
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g g
sources of Recruitment
Internal :
- Advantage: low cost, knowledge about the
candidates, enhancement of motivation
- Disadvantage: morale of those not
selected, current work may suffer
External:
- Advantage: benefits of new skills,
resentment avoided, compliance with policy
Ad t (C ti )
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Advantages(Conti.)
External :
- Disadvantage: Motivation denied to
present employees
- It is costly.
- Adjustment of new employees take longer
time
How prospective employees
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p p p y
make choices
Objective factors:
- Pay, benefits, location, Opportunity for growth,
nature of work learning opportunity
Critical contact factors:- Behavior of recruiter, efficiency in processing
paper work, physical facility
Subjective factors:- Image created, personal and emotional choices
De elop an ad
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Develop an ad
Selection of best medium:
- Type of newspapers, magazines, internet
Constructing the Ad:
- Attract attention, develop interest, create
desire by spotlighting jobs interest factors,
ad must prompt action
Developing and Using
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p g g
application forms
Application Forms:
The form that provides information on
education, prior work record, and skills of
an applicant.
Purpose of application form:
- Gives information about education and
experience.
Developing (Contd )
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Developing(Contd..)
-Help draw conclusions about the applicants
previous progress and growth
- Draw tentative conclusions regarding the
applicants stability
- Use the data to predict the success of an
applicant on the job as compared to others
Contents of the Application Form
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Contents of the Application Form
Personal History:
- Name, address, education, marital status,
languages known, address to notify in
emergency, membership in professionalbodies, Physical health, Housing, legal
conviction
Contents (Contd )
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Contents(Contd.)
Employment History:
- Organizations worked, designations, types
of responsibilities handled, reporting
relationships, levels, remunerations andbenefits, specific achievements, reasons of
leaving the organizations, Which
organization you enjoyed the most andwhy?
Contents (Contd )
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Contents(Contd.)
Specific questions:
- Describe in brief why do you think you
are suitable to this position.
- What are your strengths and weaknesses,
which will help or hinder in performing the
job?
- What are your achievements, which you
are proud of.
Contents (Contd )
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Contents(Contd)
Personal Declaration:
- Disability
- Police conviction
- Taking part in political party affairs
- Authenticity of information given in the
form
- Signature and date
- Names and addresses of references
CHAPTER 4
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CHAPTER 4
TESTING AND SELECTION
LEARNING OBJECTIVES
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LEARNING OBJECTIVES
Understand the selection process
Difference between recruitment and selection
Methods of Selection
Testingreliability and validity
Method of validating the test
Types of tests to be used in selection
Interview Techniques and factors affecting it Guideline for more effective interviewer
Selection
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Selection
Choosing the right candidate from the pool
of potential candidates
Difference between Recruitment
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And Selection
Recruitment Selection
Creating pool of - Choosing one from
potential candidates the pool
Organization sells - Candidates sell
itself to potential themselves to the
candidates organization
Difference (Contd )
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Difference(Contd..)
Positive process - Negative process
Increasing the pool - Selection starts only
of additional after recruitment is
manpower is over
Methods of selection
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Methods of selection
Application blank
Group discussionInterview
Psychological test
STEPS IN RECRUITMENT
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AND SELECTION PROCESS
Step-1- Employment planning and forecasting
Step-2- Recruiting builds pool of candidates
Step-3- Candidates complete application form
Step-4- Selection tools like tests screen out
most applicants
Step-5- Supervisors and others interview finalcandidates to make final choice
Why selection is important?
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Why selection is important?
Employees with right skills and attributes
will do a better job in the company
It is costly to recruit and hire employees
There are legal implications of incompetent
hiring e.g. law protects the employees more
while firing, criminal background people
can cause lot of damage to the organization.
METHODS OF SELECTION
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METHODS OF SELECTION
Application Blank
Group discussion
Testing
Interviewing
Application Blank
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Application Blank
Carefully scrutinizing all informationsupplied by the candidate and look for
unexplained gaps in education/ employment
Carefully checking references
Collecting sufficient information for making
decision
Rejecting applicants making false
statements of material facts
Group discussion
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Group discussion
Factors assessed through GD:
Communication ability
Logical thinking
Ability to analyze
Leadership & initiative
Ability to work in Team Listening ability
Testing
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Testing
It is the use of various tools and techniques
to select the right candidate for the job.
Generally these tests are used as screeningdevice. It is objective standard method of
measuring various aspects of persons
personality and behavior.
VALIDITY CONCEPT OF
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TESTING
Validity:- The accuracy with which a test measures
what it purports to measure or fulfills the
function it was designed to fill. The types of validity
- Criterion validity: A type of validity
based on showing that scores on the test(predictors) are related to jobperformance(criterion)
Validity (Contd )
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Validity.(Contd.)
Content validity:
- A test that is content valid is the one that
contains a fair sample of the tasks and skills
actually needed for the job in question. Adata entry test used to hire a data entry clerk
is an example.
Reliability concept of testing
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Reliability concept of testing
Reliability:
- The consistency of scores obtained by the
same person when retested with the
identical or equivalent tests.
How to test Reliability:
- Test Retest method: Does the same test
given to the same person result in the sametest outcome?
Reliability (Contd )
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Reliability(Contd.)
Internal consistency:- This is another measure of determining
reliability. For example, you have a test ofvocational interests with 10 items. You administer
it and then statistically analyze the degree towhich responses to these 10 items vary together.This is also called as an internal comparisonestimate.This is another reason why you find
repetitive questions in some tests.
TYPES OF TESTS
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TYPES OF TESTS
Tests of Cognitive abilities:
- Intelligence Tests: Tests of general intellectual
abilities. They measure range of abilities e.g.
memory, vocabulary, verbal fluency andnumerical ability.
- Specific cognitive abilities: such as inductive and
deductive reasoning, verbal comprehension. These
are also called Aptitude tests,e.g. test ofmechanical comprehension.
Types.(Contd.)
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Types.(Contd.)
Tests of Motor and Physical Abilities:
- It measures motor abilities such as finger
dexterity, manual dexterity, and reaction
time. It measures the speed and accuracy of
simple judgment as well as the speed of
finger, hand and arm movements.Physicalabilities such as lifting weights, life guards.
Types(Contd.)
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Types(Contd.)
Measuring Personality and interests:
- It measure factors e.g. introversion-
extroversion, emotional stability, attitudes.
Methods used could be direct or projective.Interest inventories compare your interests
with those of people in various occupations.
People will do better jobs in which they areinterested, hence useful tool in selection.
Types(Contd..)
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Types(Contd..)
Achievement Tests:
- Achievement tests measure what a person
has learned. Most of the tests you take in
college are achievement tests. They
measure your job knowledge in the area of
studies.
Types(Contd.)
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Types(Contd.)
Work sampling for employee selection:
- A testing method based on measuring
performance on actual basic job tasks. It
measures actual on-the-job tasks, so it isharder for applicants to fake answers.The
basic procedure is to choose several tasks
crucial to performing the job and to testapplicants on samples of each.
Types(Contd.)
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Types(Contd.)
Management assessment centers:- It is two-to three-day simulation in which10 to 12 candidates perform realistic
management tasks under the observation ofexperts to appraise leadership potential.Typical simulated exercises include In-basket, leaderless group discussion,
management games, individualpresentations.
Other Steps in Selection
T h i
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Techniques
Background investigations are effectivebecause they verify factual information and
may uncover unknown aspects of the
applicant not specified in the applicationforms. This could be even criminal
records.The investigations have to be done
very carefully.
CHAPTER - 5
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INTERVIEWING TECHNIQUE FOR
SELECTION
Learning Objectives
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g j
Understand the interview technique?
Main types of selection interviews
Factors that affect the usefulness of
interviews
Explain and illustrate each guideline for
being a more effective interviewer
Effectively interview a job candidate
What is Interview?
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An interview is a procedure designed toobtain information from a person, face to
face, through oral responses to oral inquiries
A selection interview is a selectionprocedure designed to predict future job
performance on the basis of applicants oral
responses to oral inquiries
Types of Interview
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yp
Unstructured or nondirective interview:
- There is generally no set format to
follow, so the interview can take various
directions. The interviewer pursues thepoints of interest as they come up in
response to questions. This type of
interview could be described as little morethan a general conversation.
Types(Contd.)
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yp ( )
Structured or directive interview:
- An interview following a set sequence of
questions.The questions and acceptable
responses are specified in advance and theresponses are rated for appropriateness of
content. All interviewers generally ask all
applicants the same questions, hence morereliable and valid.
Types(Contd.)
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yp ( )
Situational interview:
- A series of job-related questions that focus
on how the candidate would behave in a
given situation. Interviewees are asked todescribe how they would react to a
hypothetical situation e.g. a supervisory
candidates is asked how he will react if hissubordinates comes late on three days.
Types(Contd.)
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yp ( )
Behavioral interviews:
- A series of job-related questions that
focus on how they reacted to actual
situations in the past. The behavioralquestions like, tell me about a time you
were speaking with an irate person, and
how you turned the situation around.
Types(Contd.)
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yp ( )
Job related interviews:
- A series of job-related questions that
focus on relevant past job-related
behaviors.The questions here do not revolvearound hypothetical situations. Instead, the
interviewer asks job-related questions in
order to draw conclusions about the abilityto handle various aspects of the job.
Types.(Contd.)
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yp ( )
Stress interview:
- An interview in which the applicant is
made uncomfortable by a series of often
rude questions. This technique helpsidentify hypersensitive applicants and those
with low or high stress tolerance.The
interviewer probe for weaknesses, to get thecandidate lose his/her composure.
Are Interviews Useful?
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Help to obtain and verify facts aboutcandidates
Interviews are good predictor of
performance of candidates
Help in assessing experience and ability
Help in understanding the traits of
personality of the candidates
What Can Undermine Success in
an Interview?
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an Interview?
First impressions (jump to conclusions)
Misunderstanding the job (lack of clarity)
Candidate-Order (Contrast) error (just
average look better than earlier unfavorable)
Nonverbal Behavior of candidates (minimal
eye contact, low energy level, and low voice
modulation may not get selected)
What can undermine(Contd.)
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( )
Effect of personal characteristics- gender,attractiveness, race
Interviewer Behavior: ( lack of skills in
interviewing e.g. talking too much or tooless, unprofessionally probing for hidden
meaning, dominating too much, mirror
image error, not able to control talkativecandidate)
How to Conduct an Interview
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Do interview in a quiet room with nointerruptions
Review resume and make notes
Know the duties of the job
Focus questions on skills that are a must
Dont make snap judgments
Put the interviewee at ease
How to Conduct(Contd.)
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Begin interview with an ice breaker Follow your list of questions
Ask open end questions
Ask for examples
Show interest in him/ her till the end
Leave time to answer questions
End on a positive note
Inform as to when he/she will hear decision fromyou
Specific factors to probe in the
Interview
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Interview
Knowledge and experience
- basic know-how to perform, experience
absolutely necessary, and unusual energy
demands on the job. Motivation
- essential goals or aspirations should
have,anything person should not dislike,what person like doing to enjoy this job.
Specific factors.(Contd.)
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Intellect
- complex problems person must solve,
specific intellectual aptitudes required
Personality
- critical personality qualities needed for
success, kind of interpersonal behavior
required in the job up the line, peer level,down the line, and with customers.
Find A Match
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Follow the plan
Probe the four factors
Summarize the strengths and weaknesses
Draw conclusions
Compare with the job description
Is he/she likely to stay?