unit - ii - i. arul edison anthony raj, mba, m.phil., pgdib, adhrm(uk). assistant professor e.g.s....
TRANSCRIPT
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THE CONCEPT OF BEST FIT
EMPLOYEE
Unit - II
-I. Arul Edison Anthony Raj,MBA, M.Phil., PGDIB, ADHRM(UK).Assistant ProfessorE.G.S. Pillay Engineering College, Nagapattinam.
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HR PLANNING
Human resource planning (HRP):
The Process of systematically
reviewing human resource
requirements to ensure that the
required numbers of employees, with
the required skills, are available
when and where they are needed.
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Definition of HR Planning
According to Leon C. Megginson, human resource planning is “an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.”
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Objectives of HR Planning
The important obj., of manpower planning
in an org., are: To recruit & retain the human resources of required
quantity and quality.
To foresee the employee turnover and make the
arrangements for minimizing turnover and filling up of
consequent vacancies.
To foresee the impact of technology on work, existing
employees & future human resource requirements.
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Cont.,
To improve the standard, skill, knowledge, ability,
discipline, etc.
To minimize imbalances caused due to non-
availability of human resources of the right kind,
right number in right time and right place.
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HUMAN RESOURCE PLANNING PROCESS
Human Resource Planning
Forecasting Human
Resource Requirements
Comparing Requirements & Availability
Forecasting Human
Resource Availability
Demand=
Supply
No Action
Surplus of
Workers
Restricted Hiring, Reduced Hours,
Early Retirement, Layoffs,
Downsizing
Recruitment
Shortage of Workers
Selection
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Cont.,
Process of HRP consists of the following steps:
Analyzing the corporate & unit level strategies.
Demand Forecasting: Forecasting the overall human resource
requirements in accordance with the organizational plans.
Supply Forecasting: Obtaining the data & information about
the present inventory of human resource and forecast the
future changes in the human resource inventory.
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HUMAN RESOURCE FORECASTING
Human resource forecasting is the process by which an organization estimates it future human resource needs.
ForecastingForecasting
Human Resource human humanForecasting resource
resourcedemands supplies
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Ranges of HR Forecasting
Human resource forecasting may be categorized
into three based on the time frame, as:
Short range forecasting (0 – 2 years),
Intermediate range forecasting (2 – 5 years),
and
Long range forecasting (beyond 5 years).
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Human Resource Forecasting Techniques
Zero-base forecasting:
A method for estimating future employment needs
using the organization’s current level of employment
as the starting point.
Bottom – up approach:
A forecasting method beginning with the lowest
organizational units and progressing upward through
an organization ultimately to provide an aggregate
forecast of employment needs.
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Cont.,
Simulation:
A technique for experimenting with a real –
world situation by means of a mathematical
model that represents the actual situation.
▪ What would happen if we put 10 percent of the
present workforce on overtime?
▪ What would happen if the plant utilized two shifts?
Three shifts?
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Forecasting Human Resource Requirements
An estimate of the number and kinds
of employees an organization will
need at future dates to realize its
stated objectives.
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Demand forecasting of the overall HR Requirements
Managerial Judgment:
Under this method, managers decide the
number of employees required future
operations based on their past
experience.
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Cont.,
Statistical techniques include:
Regression analysis, Ratio-trend analysis
and econometric models
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Cont.,
Work study techniques:
Under this method, total production & activities in term
of clear units are estimated in a year.
Then man-hours required to produce each unit is
calculated.
Later, the required number of employees is calculated.
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SUPPLY FORECASTING
The future supply of human resources is to
obtain the data and information about the
present human resources inventory.
Existing Inventory: The data relating to
present human resources inventory in terms of
human resources components, number,
designation-wise and department-wise should
be obtained.
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Recent Trends in HRP
Outsourcing: Most of the org., started to plan
for outsourcing human resources rather than
HRP in order to
Reduce the cost of human resources
Avoid the difficulties in human resources mgt., &
Reduce the negative implications of overstaffing.
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JOB ANALYSIS Job analysis is a systematic
process of gathering and making certain judgments about all of the important information related to the nature of the job.
Job analysis is a systematic way to gather and analyze information about the content of jobs, human requirements, and the context in which job are performed.
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Cont.,
Job Analysis
A process for obtaining all pertinent job facts
Job Description
A statement containing items such as• Job title• Job code• Location• Job summary• Job duties• Working conditions• Approvals
Job Specification
A statement of the human qualifications necessary to do the job. Usually contains items such as• Education & Experience• Aptitudes• Physical efforts• Physical skills• Communication skills• Emotional characteristics
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Definition
Job analysis may be defined
as the process of studying
and collecting information
relating to the operations and
responsibilities of a specific
job.
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Cont.,
Job analysis provides answers of the
following aspects of the job: What a worker does? (Worker functions)
How a worker does it? (methods and techniques)
What aids are necessary? (machines, tools, equipment's)
What is accomplished? (products/services produced)
What knowledge, skills, abilities are involved?
(qualifications required)
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Job Analysis Terminology
Job element: It is the smallest unit into which work can be divided.
Task: It is a distinct work activity carried out for a distinct purpose.
Duty: Its defined area of work (duty in a number of tasks).
Position: It is the set of tasks & duties performed (each person in an org., has a position).
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Cont.,
Job: Duties and responsibilities. Job family: A group of two or more
jobs that have similar job duties.Occupation: It refers to a general
class of jobs.Career: Sequence of jobs that an
individual has held throughout his or her working life.
Job description*: Statement of duties & responsibilities of a specific job.
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Cont.,
Job Specification: It is a statement of
min acceptable human qualities necessary
to preform a job properly.
Job Classification: Specified basic such
as kind of work or pay.
Job evaluation: Determining the worth of
a job in relation to other jobs.
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Purpose of Job Analysis
Preparation of job descriptions
Writing job specification
Legal compliance
Job design
Recruitment
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Cont.,
Selection
Performance appraisal
Training and development
Career planning and development
Compensation and benefits
Safety and health
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Job Analysis Techniques
Observation method Interview method Structured questionnaires method Employee diary / log method Technical conference method Structured analysis
Position analysis questionnaire (PAQ) Functional job analysis (FJA)
Combination method.
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JOB DESCRIPTIONS
Job description is a written description
of what the job entails.
It is a written statement of the content
of a job which is derived from he job
analysis. It states what the job holder
does, how it is done, under what
conditions it is done and why it is done.
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JOB SPECIFICATIONS
A job specification is a document
which states the minimum
acceptable human qualities
necessary to perform the job
successfully.
Actually, the job specification
evolves from the job description.
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RECRUITMENT
The process of attracting individuals
on a timely basis, in sufficient
number, and with appropriate
qualifications, and encouraging them
to apply for jobs with an
organization.
Some people use the term
‘recruitment’ for employment.
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Definition
According to Edwin B. Flippo defined
recruitment as “the process of
searching for prospective employees
and stimulating them to apply for
jobs in the organization”
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Objectives
To infuse fresh blood at all levels of the org.,
To induct outsiders with a new perspective
to lead the company,
To search or head hunt / head pouch people
whose skills fit the company’s values,
To search for talent globally and not just
within the company,
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RECRUITMENT PROCESSEXTERNAL ENVIRONMENTINTERNAL ENVIRONMENT
Human Resource Planning
Alternatives to Recruitment
Recruitment
Internal Sources
Internal Methods
External Sources
External Methods
Recruited Individuals
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ALTERNATIVES TO RECRUITMENT
Outsourcing: Transferring responsibility
for an area of service and its objectives to
an external provider.
Contingent Workers: Work as Part timers,
temporaries, or independent contractors,
Professional employer organization
(PEO): Employee Leasing
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SOURCES OF RECRUITMENT
Sources of Recruitment
Traditional Sources
Modern Sources
Internal InternalExternal
External Job Posting Campus Employee Walk-in
Application Job Bidding Recruitment Referrals Consult in Re-trenched / Private Employment Head Hunting Retired Employees Agencies/Consultants Body shopping Dependents of Deceased Public Employment Mergers and Disabled, Retired Exchanges Acquisitions and present Professional Tele Employees AssociationsRecruitment
Data Banks OutsourcingCasual Applicants Job FairSimilar Advertisingorganizations / CompetitorsTrade Unions
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SELECTION The process of choosing from a
group of applicants those individuals
best suited for a particular position
and organization.
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Definition According to P Subba Rao defines, after
identifying the sources of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. The obvious guiding policy in selection is the intention to choose the best qualified and suitable job candidate for each unfilled job.
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Essentials of Selection Procedure
Someone should have the authority to
select. This authority comes from the
employment requisition, as developed by an
analysis of the work-load and work-force.
There must be a sufficient number of
applicants from whom the required number
of employees may be selected.
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Organization for Selection
The manner in which tasks &
responsibilities for accepting or
rejecting candidates should be
shared by line & staff executives
must be laid down.
The personnel development should
eliminate unsuccessful candidates.
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Cont.,
Line executive is ultimately vested
with the authority either to accept or
to reject a candidates.
The personnel officer has a duty to
see that the right types of personnel
are selected and placement is done
wisely.
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SELECTION PROCEDURE
Selection procedure employs several
methods of collecting information about
the candidate’s qualifications, experience,
physical & mental ability, nature and
behaviour, knowledge, aptitude & the like
of judging whether a given applicant is
suitable or not for the job.
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Cont.,
The selection procedure is not a
single act but is essentially a series
of methods or stages by which
different types of information can be
secured through various selection
techniques.
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Steps in Scientific Selection Process
Development of Bases for Selection
Application / Resume / CV / Bio-data
Written Examination
Preliminary Interview
Business Games
Tests
Final Interview
Medical Examination
Reference Checks
Line Manager’s Decision
Job Offer
Employment
Job Analysis
Human Resource Plan
Assess the Fit b/w the Job & the Candidate
Recruitment
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PLACEMENT
When once the candidate reports for
duty, the organization has to place
him initially in that job for which he
is selected.
Immediately the candidate will be
trained in various related jobs during
the period of probation of training or
trail.
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Cont.,
The organization generally decides the
final placement after the initial training is
over on the basis of the candidate’s
aptitude and performance during the
training / probation period.
Probation period generally ranges
between six months to two years.
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Cont.,
If the performance is not satisfactory, the
organization may extend the probation or
ask the candidate to quit the job.
If the employee’s performance during the
probation period is satisfactory, his
services will be regularized & he will be
placed permanently on a job.
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Employee Placement Process
Collect details about the employee
Construct the employee’s profile
Match between sub-group profile & individual’s profile
Compare sub-group profile to job family profile
Match between job family profile and sub-group profile
Assign the individuals to the job family
Assign the individual to specific job after further counselling &
assessment.
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Problems in Placement
Employee expectations
Job expectation / description
Change in technology
Change in technology
Changes in organizational structure
Social and psychological factors
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How to Make Placement Effective
Job rotation
Teamwork
Training and development
Job enrichment
Empowerment
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INDUCTION / ORIENTATION
Introducing the new employee who is
designated as a probationer to the
job, job location, surroundings,
organization, organizational
surroundings and various employees
is the final step of employment
process.
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Cont.,
“Induction is the process of receiving
and welcoming an employee when
he first joins a company and giving
him the basic information he needs
to settle down quickly and happily
and start work”.
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Purposes of Orientation
To create a favorable impression
To reduce anxiety and hazing
To develop realistic job expectations
To reduce start-up costs
To save time and effort
To improve new worker productivity
To reduce turnover
To reduce conflict
To strengthen organization culture
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Orientation Process
General orientation (by the staff of
the HR department)
Specific orientation (by the job
supervisor) &
Follow-up orientation (by either
the HR department or the
supervisor)
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SOCIALIZATION
Socialization strategies is used for
orienting new employees
Orientation is a narrow term (only a small
part of the overall socialization process).
Socialization may be defined as a process
of adaptation to a new culture of the
organization.
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Cont.,
When one begins a new job, or
accept a lateral transfer, or get a
promotion, one is required to
understand the new dynamics, new
environment, different work
activities, a new boss, etc., and
adapt accordingly.
The socialization addresses these
issues.