BSA CET UNIT-II TM

Talent Acquisition: Job Analysis, Questionnaires, Interviews, Developing job Description & Job Specification,
Attracting and Recruiting the best Talents, Strategic Trends in Talent Acquisition, Talent acquisition management
solutions. HR Planning for Talent Management: Process (using MS-Excel and quantitative tools), Evaluation of
factors affecting HR Planning, Strategic view of Recruitment & Selection. Case Studies
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INTRODUCTION- Talent acquisition as a unique function and department is a relatively new development. Within
many corporations, however, recruiting does not encompass advanced function, so, a separate designation of talent
acquisition was required to meet the advanced and unique functions.
The terms ―recruitment and ―talent acquisition are often used interchangeably and thought to mean the same thing
But, recruitment and talent acquisition are not the same thing.
RECRUITMENT
It is a linear process that involves searching for a specific candidate to fill a specific position. Recruitment is
reactive which means when a position becomes vacant or is created, new person must be found to fill it. The core
function of recruiting is to source talent and bring qualified candidates to the company.
TALENT ACQUISITION
Instead of a linear process, talent acquisition is a cyclical approach which is focused towards building
relationships, anticipating future hiring needs, and creating a sustainable pool of candidates. It is more
strategic approach that develops and nurtures a talent pipeline with a long-term view. It is quickly becoming a
unique profession, perhaps even distinct from the practice of general recruitment.
Modern talent acquisition is becoming a unique skill-set. Because talent acquisition professionals many times also
handle post-hire talent issues, such as employee retention and career progression
MEANING-
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet
its human resource requirement. A talent acquisition department or team is created within Human Resources
department. The talent acquisition team is responsible for finding, acquiring, assessing, and hiring candidates to fill
roles that are required to meet company goals and fill project requirements.
Talent acquisition is a strategic function of an organization, encompassing not only talent procurement,
but also workforce planning functions such as organizational talent forecasting, talent pipelining, and
strategic talent assessment and development.
Talent acquisition professionals are usually skilled not only in sourcing tactics, candidate assessment, and
compliance and hiring standards, but also in employment branding practices and corporate hiring
initiatives.
Talent acquisition as a function has become closely aligned with marketing and PR as well as Human Resources.
The focus of talent acquisition in an organization is to be an employment brand. The employment brand
encompasses not only the procurement of human capital, but also the approach to employee development.
As a craft, talent acquisition is of course not new; it is the simple process of recruiting good talent to meet
company needs. As a profession, however, talent acquisition is quickly evolving into a unique and important job
function.
JOB ANALYSIS
Job Analysis is a systematic study and recording the responsibilities, duties, skills, accountabilities, work
environment and other factors of a specific job. It involves study of all those factors which identifies what a job
demands and what an employee must possess to perform that job.
Job analysis is the process of study in details the duties & responsibilities involved in a job in order to identify
type of person who is required to perform job.
It also helps in determining particulars about a job including job title, job location, job summary, duties involved,
working conditions, possible hazards and machines, tools, equipment and material to be used by the existing or
potential employee.

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However, the process is not limited to determination of these factors only. It also extends to finding out the
necessary human qualifications to perform the job. These include establishing the levels of education, experience,
judgment, training, initiative, leadership skills, physical skills, communication skills, responsibility, accountability,
emotional characteristics and unusual sensory demands. These factors change according to the type, seniority level,
industry and risk involved in a particular job.

USES/ PURPOSE OF JOB ANALYSIS

Job Analysis serves as a base to many functions of an organization. Some of them are-
1) Human Resource Planning- Job analysis helps in forecasting human resource requirements in terms of
knowledge and skills. By showing lateral and vertical relationships between jobs, it facilitates the formulation
of a systematic promotion and transfer policy. It also helps in determining quality of human resources needed in
an organization.
2) Recruitment and Selection- Recruitment & Selection is focused on selecting best candidate for job. But this
function can be performed perfectly when the complete detail about duties & responsibilities involved in job &
minimum acceptable qualities of a person required to perform that job is available. Job Analysis helps to get
such information. It points out the educational qualifications, level of experience and technical, physical,
emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person
at a right place.
3) Placement & Orientation- After selection of candidates, it is required to place them on that job which is best
suited to their interests, activities and aptitude. If it is not clear what needs to be done on a job, it is not possible
to place the right person suited for the job.
Similarly, effective job orientation cannot be done without proper understanding of the requirements of each job. In
order to teach new employee about how to handle a job, it is required to clearly define the job.
4) Performance Appraisal- Performance appraisal involves assessment of actual performance of an employee
against the expected one. On the bases of this, decisions relating to transfer, promotion & training are taken. Job
analysis helps in deciding standards for the expected performance of a job. On the basis of this, the overall
performance of an employee is compared and decision of appraisal can be taken accordingly.
5) Training and Development - Job Analysis can be used to assess the training and development need of
employees. The difference between the expected and actual output determines the level of training that needs to
be imparted to employees. It also helps in deciding the training content, tools and equipment to be used to
conduct training and methods of training.
6) Job Evaluation- It involves determination of relative worth of each job for the purpose of establishing wages
& salary differentials. The relative worth of a job can be determined when the details related with the duties and
responsibilities of a job are mentioned.
7) Compensation Management- Pay package/ Compensation depends on various factors like position, job title
and duties and responsibilities involved in a job. All these details can be easily obtained from job analysis. Job
analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable
incentives of employees.
8) Job Design & Redesign – The base of job redesigning is Job Analysis. Once job analysis is done, it is easy to
locate weak spots and undertake remedial steps. In job redesigning unnecessary movements are eliminated,
certain steps are simplified & improved through continuous monitoring.
9) Health & Safety- Job Analysis provides an excellent opportunity to uncover & identify hazardous condition
& unhealthy environmental factors (such as heat, noise, dust) so that corrective measures can be undertaken to
avoid the possibility of human injury.

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Human Resource Planning

Recruitment & Selection

JOB DESCRIPTION
Performance Appraisal
JOB ANALYSIS
Training & Development
JOB SPECIFICATION
Job Evaluation

Compensation Management

Job Design & Redesign

Health & Safety

Placement & Orientation

WHO SHOULD CONDUCT JOB ANALYSIS?

Job analysis can be conducted by –
1) Internal Analyst 2) External Analyst
1) Internal Analyst- it is always better to use supervisors, job incumbents or some combinations of these in
order to obtain information about jobs in an organization.
The job incumbent offers a clear view of what work is actually done as against what work is supposed to be
done.
Involving job incumbents in the job analysis process might increase their acceptance of any work changes.
However, on the negative side, job incumbents might exaggerate the responsibilities and importance of their
work.
2) External analysts helps in avoiding biased opinions. They tend to collect job related information on a
realistic view of the people, jobs and the total organization system as a whole.
The choice of who should analyze a job depends on many factors, including-
a) The location of jobs
b) Complexity of the jobs to be analyzed,
c) How receptive incumbents might respond to external analyst etc.
WHEN TO DO JOB ANALYSIS?
Job Analysis is done on three conditions-
1) It is undertaken when organization is established and a job analysis program is taken up for the first time.
2) It is performed when new jobs are created.
3) It is done when jobs undergo radical transformation due to change in new technologies, methods, procedures or
system.
WHICH JOB TO ANALYSE?
(i) Jobs that are critical to the success of an organization. FOR EXAMPLE- If the reputation of an
organization is built around high quality products, more focus need to be done on quality control jobs,
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(ii) Jobs that are difficult to learn and perform, because extensive training need to be imparted to employees
so that they carry out jobs without committing mistakes,
(iii) Jobs where new hires are recruited regularly demands close attention because job analysis offers
information on how best to select those employees
(iv) Jobs created to facilitate entry of women, disabled personnel, ex-servicemen, minorities, displaced
persons, etc. need to be examined carefully, to avoid violations of rules framed by government for this
purpose
(v) Jobs that need to be carried out differently due to emergence of new technologies,
(vi) When completely new jobs are added, they require attention,
(vii) Finally, when some jobs are eliminated and their duties distributed to other jobs within a firm, HR
managers need to explain the nature of expanded jobs.
PROCESS OF JOB ANALYSIS
The major steps in job analysis are as following-
1. Organizational Analysis- First of all, an overall picture of various jobs in the organization has to be obtained
which enables to have the linkages between jobs and organizational objectives, interrelationships between jobs
and contribution of various jobs to the efficiency and effectiveness of the organization. The required
background information for this purpose is obtained through organization charts and workflow charts.
2. Selection of representative positions to be analyzed- It is not possible to analyze all the jobs. A
representative Sample of jobs to be analyzed is decided keeping the cost and time constraints in mind.
3. Collection of job analysis data- This step involves the collection of data on the characteristics of the job,
the required behavior and personal qualifications needed to carry out the job effectively. Several techniques are
available for collecting such data. Care should be taken to use only reliable and acceptable techniques in a given
situation.
4. Preparation of job description- This step involves describing the contents of the job in terms of functions,
duties, responsibilities, operations, etc. The job holder is required to discharge the duties and responsibilities
and perform the operations listed in job description.
5. Preparation of job specification- This step involves conversion of the job description statements into a job
specification. Job specifications is a written statement of personal attributes in terms of traits, skills, training,
experience needed to carry out the job.
6. Preparation of report- The prepared job description and job specification are put together in the form of
report. But before its approval from top management it is required to invite suggestions from trade union on it
as in actual they are performing the job which is analyzed.
7. Approval- After considering suggestions of office bearers & members of trade union related with job analysis
report, it is sent to top management for their approval.
METHODS OF JOB ANALYSIS
A variety of methods are used to collect information about jobs. Some of them are as following-
1) JOB PERFORMANCE- In this method, the job analyst actually performs the job to be analyzed. The
analyst thus receives firsthand experience of contextual factors on the job including physical hazards, social
demands, emotional pressures and mental requirements. This method is useful for jobs that can be easily
learned. It is not suitable for jobs that are hazardous (e.g., fire fighters) or for jobs that require extensive
training (e.g., doctors, pharmacists).
2) PERSONAL OBSERVATION- The analyst observes the worker(s) doing the job. The tasks performed, the
pace at which activities are done, the working conditions, etc., are observed during a complete work cycle.
During observation, certain precautions should be taken:
❖ The analyst must observe average workers during average conditions.

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❖ The analyst should observe without getting directly involved in the job.
❖ The analyst must make note of the specific job needs and not the behaviors specific to particular workers.
❖ The analyst must make sure that he obtains a proper sample for generalization.
This method allows for a deep understanding of job duties. It is appropriate for manual, short period job
activities. On the negative side, the method fails to take note of the mental aspects of jobs.
3) CRITICAL INCIDENTS- The critical incident technique (CIT) is a qualitative approach to job analysis
used to obtain specific, behaviorally focused descriptions of work or other activities. In this method the job
holders are asked to describe several incidents based on their past experience. The incidents so collected are
analyzed and classified according to the job areas they describe.
The job requirements will become clear once the analyst draws the line between effective and ineffective
behaviors of workers on the job.
For example, if a shoe salesman comments on the size of a customer‘s feet and the customer leaves the store in
a huff, the behavior of the salesman may be judged as ineffective in terms of the result it produced.
4) INTERVIEW- The interview method includes asking questions to both incumbent & supervisor in either an
individual or a group. Job holder actually performs that job so he can give most of the information about job &
supervisor is aware of the job‘s relationship with rest of the organization.
Adequate care must be undertaken while exercising this method. The interviewer must be trained in proper
interviewing techniques & standard format must be used for interview.
5) PANEL OF EXPERTS- This method utilizes senior job incumbents and superiors who have extensive
knowledge of the job. To get the job analysis information, the analyst conducts an interview with the group
which provides insight & detailed information that the analyst might not get from individual interviews.
6) DIARY METHOD- In this method, several job incumbents are asked to keep diaries or logs of their daily job
activities and record the amount of time spent on each activity. By analyzing these activities over a specified
period of time, a job analyst is able to record the job's essential characteristics. However, it is a time consuming
and costly method to undertake.
7) QUESTIONNAIRE METHOD - The questionnaire method is a widely used to analyze jobs. In this, the job
holder is given a properly designed questionnaire aimed at eliciting relevant job-related information. After
completion, the questionnaires are handed over to supervisors. The supervisors can seek further clarifications on
various items by talking to the job holder directly. When everything is finalized, the data is given to the job
analyst.
WHICH METHOD TO FOLLOW?
The choice of job analysis method depends upon the purposes to be served by the data. There is no one best method
to conduct a job analysis. In practice, combination of several methods of job analysis is used to collect job analysis
data.

IMPACT OF BEHAVIORAL FACTORS ON JOB ANALYSIS OR

PROBLEMS WITH JOB ANALYSIS
1) Exaggerate the facts- Employees and managers exaggerate the importance and significance of their jobs
during job analysis interviews. Because job analysis information is used for compensation purpose also. So, they
hope that puffing up their jobs will result in higher pay levels.
2) Employee anxieties- Most employees have fear that providing information about job may uncover employee
faults in his work area which might have escaped the employer's attention so far. Another reason is the feeling
that "as long as someone does not know precisely what employee is supposed to do, he is safe".

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3) Resistance to change- When jobs change as per change in technology. It becomes essential to conduct job
analysis. This creates an impact on comfort zone of employees. Employees resist such changes because when
jobs are redefined, they may have to handle difficult tasks and perform difficult responsibilities.
4) Support from top management- The top management should make it clear to all employees that their full &
honest participation is extremely important for the job analysis. This message is not often communicated.
5) No training & motivation- job holder is a great source of information related with job. But they are not
trained or motivated to generate quality data for job analysis. Further, job holders are rarely made aware of the
importance of data & are never rewarded for providing appropriate data.

JOB DESCRIPTION
Job description (JD) is a written statement of what the job holder does, how it is done, under what conditions it is
done and why it is done.
It describes what the job is all about, throwing light on job content, environment and conditions of employment. It is
descriptive in nature and defines the purpose and scope of a job.
The main purpose of writing a job description is to differentiate the job from other jobs and state its outer limits.
A job description usually covers the following information:
• Job title- Tells about the job title, code number, and the department.
• Job summary- A brief write-up of what the job is all about.
• Job activities- A description of the tasks done, facilities used, extent of supervisory help, etc.
• Working conditions- The physical environment of job in terms of heat, light, noise and other hazards.
• Social environment- Size of work group and interpersonal interactions required to do the job.
Writing Clear and Specific Job Description (JD)-
According to Ernest Dale, the following guidelines should be kept in mind while writing job descriptions;
1. The Job Description should indicate the nature and scope of the job, including all important relationships.
2. It should be brief, factual and precise;
3. More specific words should be chosen to show-
(i) the kind of work,
(ii) the degree of complexity,
(iii) the degree of skill required,
(iv) the extent to which problems are standardized and
(v) the degree and type of accountability.
4. The extent of supervision available should also be clearly stated.
5. The reporting relationships must also be clearly indicated (e.g., who reports to whom, frequency, etc.).
Mode of Writing
The Job Description must be written after proper consultations with the worker and the supervisor. The
preliminary draft about the job must be discussed in the presence of both the worker and the supervisor to uncover
gaps, deficiencies, etc.
The following method is suggested by an expert in this connection:
 Firstly, get the questionnaire about the job filled in by the immediate supervisor of the employee.
 Secondly, the job analyst must observe the actual work done by the employee and complete the job description
form.
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 Thirdly, every effort must be made to involve the employee and the supervisor while finalizing the Job
Description.
 Finally, keep the Job Description up-to-date by keeping track of changing conditions and incorporating the
relevant ones as and when needed.
Problems with Job Descriptions
Job Description serves as a valuable guide for both the employees and the employer.
Employees know what they are supposed to do well in advance.
Employers, on the other hand, can take corrective steps when the duties covered by the job description arc not
performed as required.
Some problems while formulating job descriptions are-
1) It is not easy to reduce all the essential components of a job in the form of a clear and precise document.
2) Job descriptions are sometimes not updated as job duties change.
3) They can limit (lie scope of activities of the job holder, reducing organizational flexibility.

SPECIMEN OF JOB DESCRIPTION

Title : Compensation manager
Code : HR/2310
Department : Human Resource Department
Summary : Responsible for the design and administration of employee compensation
Programs.
Duties : a) Conduct job analysis.
b) Prepare job descriptions for current and projected positions.
c) Prepare job descriptions for current and projected positions.
d) Insure that company's compensation rates are in tune with the company's
Philosophy.
e) Relate salary to the performance of each employee. Conduct periodic salary
surveys.
f) Develop and administer performance appraisal program.
g) Develop and oversee bonus and other employee benefit plans.
h) Develop an integrated HR information system.

Working conditions : Eight hours per day. Five days a week

Report to : Director, Human Resource Department.

JOB SPECIFICATION

Job specification describes the minimum acceptable qualities to perform a job. It summarizes the human
characteristics needed for satisfactory job completion.
It tries to describe the key qualifications someone needs to perform the job successfully. It spells out the important
attributes of a person in terms of education, experience, skills, knowledge and abilities (SKAs) to perform a
particular job.
The job specification is a logical outgrowth of a job description. For each job description, it is desirable to have a
job specification.
This helps the organization to determine what kind of persons are needed to take up specific jobs. The personal
attributes that are described through a job specification may be classified into three categories:

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• Essential attributes: skills, knowledge and abilities (SKAs) a person must possess.
• Desirable attributes: qualifications a person ought to possess.
• Contra-indicators: attributes that will become a handicap to successful job performance.
Job specification is useful in the selection process because it offers a clear set of qualifications for an individual to be
hired for a specific job.
PREPARATION OF JOB SPECIFICATION
Preparing a job specification is not always easy. Regarding the human resource requirements of a job, there is scope
for disagreement.
For a clerical job, one bank may demand high school education, another bank may demand the services of
graduates or even post graduates.
Differences may also crop up when stating an attribute a 'desirable‘ or 'essential' qualification. It is important to list
only those SKAs essential for job performance.

SPECIMEN OF JOB SPECIFICATION FOR ‗COMPENSATION MANAGER‘

Education : a) MBA with specialization in HRM/ MA in social work/ PG Diploma in
HRM/
MA in industrial psychology

b) A degree or diploma in Labor Laws is desirable.

Experience : At least 3 years‘ experience in a similar position in a large manufacturing

Company.

Skill, Knowledge. Abilities : a) Knowledge of compensation practices in competing industries, of job

analysis procedures, of compensation survey techniques, of performance
appraisal systems.
b) Skill in writing job descriptions, in conducting job analysis interviews, in
making group presentations, in performing statistical computations
c) Ability to conduct meetings, to plan and prioritize work.
Work Orientation Factors : The position may require up to 15 per cent travel.

Age : Preferably below 30 years

HUMAN RESOURCE PLANNING

INTRODUCTION
Human resource is an important corporate asset and the overall performance of companies depends upon the way it
is used. In order to meet company‘s objectives, it is essential to have a human resource plan by which organizational
requirement related with human resource can be fulfilled both in quality & quantity terms.

MEANING
Human resource Planning may be defined as a process by which the management ensures the right number of people
& right kind of people at the right place at the right time doing the right things for which they are best suited for the
achievement of organizational objectives.
Human Resource Planning is also known as ―Manpower Planning‖ or ―Employment Planning‖ or ―Personnel
Planning‖.

DEFINITION
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According to Dale S. Beach, ―Manpower Planning is a process of determining & ensuring that the
organization will have an adequate number of qualified personnel.‖

FEATURES OF HUMAN RESOURCE PLANNING

Human Resource Planning has following features-
1) Forward looking- Human Resource Planning (HRP) is a forward looking function. It tries to forecast human
resource requirements in advance keeping the production schedules, market fluctuations, demand forecasts, etc.,
i n t h e mind.
2) Continuous Process- Human Resource Planning is an ongoing or continuous process. It is not one shot deal.
3) Optimum Utilization of Resources- Manpower planning assess shortage & surplus of manpower in an
organization so that there will not be any wastage of human resource.
4) Qualitative & Quantitative in Nature- Manpower Planning has both qualitative & quantitative aspect.
Qualitative aspect means the right talent who is required in an organization. Quantitative aspect means right
number of persons required in organization.
5) Integral part of Corporate Planning- It is an integral part of the overall corporate plan and reflects the
broad thinking of management about manpower needs within the organization. The human resource plan is
subject to revision, of course, and is tuned to the requirements of an organization from time to time.
6) Proactive- Internal as well as external changes impacting the organization must be assessed proactively from
time to time so that HR plan could match with strategic business objectives. The whole exercise is meant to see
that the organization does not suffer due to non-availability of qualified people even when it tries to expand its
operations through mergers, acquisitions etc.

OBJECTIVES OF HUMAN RESOURCE PLANNING

1) To forecast human resource requirement in an organization.
2) To ensure optimum utilization of human resources.
3) To cope up with changes arise in environment.
4) To meet the need of expansion & diversification program.
5) To contribute in decisions relating to recruitment, selection, promotion & transfer.
6) To access the shortage & surplus of human resource in an organization.

IMPORTANCE OF HUMAN RESOURCE PLANNING

1) Reveals Shortage & Surplus- Human Resource Planning reveals shortage & surplus in various departments
by matching demand forecasts & supply forecasts related with Human resource and then corrective actions are
taken.
2) Base for Recruitment, Selection- It is helpful in recruitment & selection activities as it identifies gaps
between existing & required human resource both in terms of quantity & quality. In order to fill these gaps,
decision related with recruitment & selection is taken.
3) Reduction in Wastage of Human Resource- Human Resource Planning creates awareness about effective
utilization of human resource in an organization. Thus, it helps to reduce wastage of manpower.
4) Helps in Meeting Challenges- Changes occur in an environment on continuous basis. The occurrence of
these changes creates challenges for an organization. Manpower planning helps the organization to meet these
challenges. For Example- if new technology is introduced in the market & organization needs to adopt this
technology for its survival. In this case, organization will either recruit high- technical skilled manpower or train
existing manpower. In both cases manpower planning uncover the requirement & also makes action plan to fill
that.
5) Helpful in Labor-Cost Reduction- Through manpower planning, management can avoid both shortage &
surplus of manpower in organization. Overstaffing can be known quickly & steps taken accordingly. Thus, it is
helpful in controlling labor cost.

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6) Helpful in Training & Promotion Decisions- Through manpower planning talents in an organization are
identified. Training & promotion could be given to the talented employees.
7) Facilitates Growth & Diversification- It facilitates growth & diversification of business. Suitable
employees are made available to handle new jobs. Adequate arrangements can be made to ensure the availability
of technical personnel.
8) Base for Other Facilities- Manpower helps in planning for other facilities like canteen, staff quarters,
dispensary, Schools for staffs‘ children etc.
SCOPE or ELEMENT OF MANPOWER PLANNING
The basic activities involved in human resource planning are as under-
1) Listing of current manpower- In manpower planning, inventory of manpower is prepared category-wise &
department-wise.
2) Assessing the extent to which the current manpower is utilized to the advantage of the organization. It is
necessary to ensure effective utilization of the surplus manpower through transfers.
3) Analyzing the requirements of manpower in future in the light of existing vacancies, expansion plans, retirement
of personnel etc. this should lead to make manpower forecasts for the next five years. The number of workers
required in different category must be specified clearly.
4) Projecting the supply of different types of employees after one year, two years and so on.
5) Planning & necessary program of recruitment & selection to fulfill the requirements of manpower.
6) Designing training program for different categories of manpower.
7) Evaluation of the effectiveness of the process of manpower planning.

PROCESS OF HUMAN RESOURCE PLANNING

The process of human resources planning involves following steps-.
1. Corporate Objectives-
The human resources planning process starts with the analysis of the objectives & strategic plans of organization.
Plans related with expansion, diversification, production etc gives an idea about the volume of work in future.
All manpower plans are originated from corporate plans. So, analysis of organizational plans is helpful in
forecasting the manpower requirement in future.
2. Demand Forecasting for Human Resource-
On the basis of corporate plans, the future need for human resource in organization is anticipated. Forecast of
manpower requirements may be done by finding the total workload and then converting it into manpower
required. Workload analysis proceeds with the projection of sales in the coming year. On the basis of workload
analysis, the need of human resource, in terms of quantity, to do the work is identified, this is known as
Workforce Analysis.
The whole procedure of manpower forecasting has been illustrated in the following examples-
(a) Planned output for a year = 50,000 units
(b) Standard manhours per unit = 4 hrs
(c) Planned hours for the year (a×b) = 2,00,000 hrs
(d) Productive hours per man per year = 2,000 hrs
(e) Number of direct workers required (c/d) = 100 workers
(f) Allowance for absenteeism,
labor turnover & idle time = 25 workers
(g) Number of workers required = 125 workers

3. Prepare Manpower Inventory (Supply Forecasting)-

Once the demand for human resource is identified, the next step is to forecast future supply of human resource to
obtain data & information about present human resource inventory (stock) in organization. The data related to
present manpower inventory in terms of number, designationwise, departmentwise & catergory wise is collected
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& creates an inventory of the current human resources available in the organization. This should include the
current number of employees (quantity) available in the organization, their capacities, capabilities, and
performance abilities (quality).
4. Estimate Gaps
Conducting a comparison between the demand and the supply of the employee availability can help in
identifying the gaps that can arise in the foreseeable future. The gaps may result in employment deficits as well
as employment surpluses. Employment deficits indicate the number of employees that need to be recruited and
the employment surpluses indicate the job terminations or transfers between departments. Apart from that, the
gaps can be used as an indication of the training and development requirements or promotion for the employees.
5. Formulate Plan
Once the employment gaps are estimated, plans are formulated for the recruitment, training, and development,
termination, interdepartmental transfers, promotion, or early retirement (VRS of employees based on the
requirements of the organization. The employment plan can vary based on the deficit or the surplus estimated in
forecasting the demand and supply stage.
6. Implement Plan-
Once the human resources plan is formulated, the human resources department should implement the plan in the
organization. This should be aligned with the goals and objectives of the organization as well as the goals and
objectives of each department of the organization.
7. Monitor, Control, and feedback- Once the human resources plan is implemented, the plan should be
monitored continuously to ensure the alignment of the plan to the objectives of the departments. The necessary
controls should be put in place and the feedback at each level should be obtained to measure any defects in the
implemented human resources plan. The necessary changes should be implemented according to the feedback
obtained in the ongoing process in order to make the human resources plan a success.

(You can make anyone of above diagrams.)

EVALUATION OF FACTORS AFFECTING HR PLANNING

Human Resource Planning (HRP) is influenced by several factors.
Some of them are-
(i) Type of organization & Corporate Strategy,
(ii) Organizational growth cycles and planning,
(iii) Environmental uncertainties,
(iv) Type and quality of forecasting information,
(v) Labor market.
(i) Type of organization & Corporate Strategy
The type of organization is an important consideration because it determines the production processes involved,
number and type of staff and the supervisory and managerial personnel required.
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Manufacturing organizations are more complex in this respect than those that render services.
The corporate strategy of the organization defines the organization‘s HR needs. For example, a strategy of
organic growth means that additional employees must be hired. On the other hand, acquisitions or mergers
probably mean that the organization will need to plan for layoffs, since mergers & acquisitions tend to create,
duplicate or overlapping positions that can be handled more efficiently with fewer employees.
(ii) Organizational Growth Cycles and Planning
The stage of organization‘s growth can have considerable influence on human resource planning.
Small organizations at its initial stage may not have personnel planning.
But when the organization enters the growth stage; the need for human resource planning is felt & HR
forecasting becomes essential. Internal development of people also begins to receive attention in order to keep up
with the growth.
A mature organization experiences less flexibility and variability. Growth slows down. The workforce
becomes old as few younger people are hired. Planning becomes more formalized and less flexible and less
innovative. Issues like retirement and possible retrenchment dominate planning.
Finally, in the declining stage, human resource planning takes a different focus. Planning is done for layoff,
retrenchment and retirement. Since decisions are often made after serious financial and sales shocks are
experienced by the organization, planning is often reactive in nature.
(iii) Environmental Uncertainties
HR managers rarely have the privilege of operating in a stable and predictable environment. Political, social and
economic changes affect all organizations. Personnel planners deal with environmental uncertainties by carefully
formulating recruitment, selection, and training and development policies and programs.
(iv) Type and Quality of Information
The type of the information which is used to forecast personnel requirements in an organization affects human
resource planning at large extent. The type of information means the quality of data used.
The quality and accuracy of information is directly related with clarity in strategy, organizational structure,
budgets, production schedules and so forth.
In addition, the HR department must maintain well-developed job-analysis information and HR information
systems (HRIS) that provide accurate and timely data.
The organizations which are operating in stable environment are in a better position to obtain comprehensive,
timely and accurate information because of longer planning horizons, clearer definition of strategy and
objectives, and fewer disruptions.
(v) Labor Market
Labor market comprises people with skills and abilities that can be tapped as and when the need arises.
The labor market affects the human resource planning on following consideration:
 The size, age, sex and educational composition available in labor market.
 The demand for goods and services in the country
 The nature of production technology
 Employability of the people

QUESTIONNAIRES
The questionnaire method is a widely used to analyze jobs. In this, the job holder is given a properly designed
questionnaire aimed at eliciting relevant job-related information. After completion, the questionnaires are handed
over to supervisors. The supervisors can seek further clarifications on various items by talking to the job holder
directly. When everything is finalized, the data is given to the job analyst.

 The structured questionnaire must cover all Job related tasks and behaviors.

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 Each task or behavior should be described in terms of features such as importance, difficulty, frequency,
relationship to overall performance, etc.
 The job holders should be asked to properly rate the various job factors and communicate the same on paper.
 The ratings thus collected are then put to close examination with a view to find out the actual job requirements.
 The Questionnaire method is highly economical as it covers a large number of job holders at a time.
 The collected data can be quantified and processed through a computer.
 The participants can complete the items leisurely.
 Designing questionnaires, however, is not an easy task. Proper care must be taken to frame the questions in such
a way that the respondents are unlikely to misinterpret the questions.
 It is difficult to motivate the participants to complete the questionnaires truthfully and to return them.

TYPES OF QUESTIONNAIRE
Some of the standard questionnaires that arc widely used are discussed below:

1. The Position Analysis Questionnaire (PAQ): The PAQ is a standardized questionnaire developed at
Purdue University to quantitatively sample work-oriented job elements. It focuses on general worker behaviors
instead of tasks. It contains 194 items divided into six major divisions. The PAQ permits management to
scientifically and quantitatively group interrelated job elements into job dimensions. These are explained below;

EMPLOYESS ACTIVITIES IN PAQ-

 Information Input: Where and how does the employee get the information, he/she uses in performing
his/her job. Examples: Use of written materials. Near-visual differentiation.
 Mental Processes: What reasoning, decision-making, planning and Information-processing activities are
involved in performing the job. Examples: Levels of reasoning in problem solving, Coding/Decoding.
 Physical activities: What physical activities does the employee perform and what tools or devices does
he/she use? Examples: Use of Keyboard devices. Assembling/disassembling.
 Relationships with other people: What relationships with other people are required in performing the
job? Examples: Instructing. Contacts with public, customers.
 Job context: In what physical and social context is the work performed? Examples: High temperature.
Interpersonal conflict situations.
 Other Job characteristics: What activities, conditions or characteristics other than those described above
are relevant to the job? Examples: Specified work pace. Amount of job structure.
The activities shown above represent requirements that arc applicable to all types of jobs. This type of
quantitative questionnaire allows many different jobs to be compared with each other.

2. Management Position Description Questionnaire (MPDQ)- MPQD is a standardized instrument

designed specifically for use in analyzing managerial jobs. The 274 item questionnaire contains 15 sections. It
would take 2 and a half hours to complete the questionnaire. In most cases, the respondents are asked to state
how important each item is to the position.
Management Position Description Factors:-

 Product, marketing and financial strategy planning

 Coordination of other organizational units and personnel
 Internal business control
 Products and services responsibility
 Public and customer relations
 Advanced consulting
 Autonomy of actions
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 Approval of financial commitments
 Staff service
 Supervision
 Complexity and stress
 Advanced financial responsibility
 Broad personnel responsibility

3. FUNCTIONAL JOB ANALYSIS (FJA)- FJA is a worker-oriented job analysis approach that attempts to
describe the whole person on the job. It tries to examine the fundamental components of "data, people and
things". There are five steps to be followed:
❖ The first involves the identification of the organization‘s goals for the FJA analysis. This analysis describes
what should be, as well as, what is.
❖ The second step is the identification and description of tasks, wherein tasks are defined as actions. The task
actions may be physical (operating a computer), mental (analyzing data) or interpersonal (consulting another
person). The task statements developed in FJA must conform to a specific written format.
❖ The third step deals with analysis of tasks. Each task is analyzed using 7 scales. These include three worker
function scales (data, people, things), a worker instruction scale (degree of supervision imposed) and three
scales of reasoning, mathematics and language.
❖ In the fourth step, the analyst develops performance standards to assess the results of a worker's tasks.
❖ The final step deals with the development of training content needed by the job holder.
FJA is frequently used for government jobs. It provides a quantitative score of each job as a function of its
complexity in relationship with people, data and things.
The results are helpful in fixing wage rates and in developing employee succession plans. On the negative side, FJA
takes a lot of time. Training in its use may mean considerable investment of money.

INTERVIEW
The interview method includes asking questions to both incumbent & supervisor in either an individual or a group.
The reason behind it is that the job holder actually performs that job so he can give most of the information about
job & supervisor is aware of the job‘s relationship with rest of the organization.
Adequate care must be undertaken while exercising this method. The interviewer must be trained in proper
interviewing techniques & standard format must be used for interview.
Although the interview method provides opportunities to elicit information sometimes not available through other
methods, it has its limitations.
Some Limitation of Interview Method-
 It is time consuming and hence costly.
 The value of data is primarily dependent on the interviewers' skills and may be faulty if they put ambiguous
questions to workers.
 Interviewees may be suspicious about the motives and may distort the information they provide. If seen as an
opportunity to improve their positions such as to increase their wages, workers may exaggerate their job duties
to add greater weightage to their positions.
GUIDELINES FOR CONDUCTING JOB ANALYSIS INTERVIEW-
 Put the worker at ease; establish rapport.
 Make the purpose of the interview clear.
 Encourage the worker to talk by using empathy creativity.
 Help the worker to think and talk according to the logical sequence of the duties performed.
 Ask the worker only one question at a time.
 Phrase questions carefully so that the answers will be more than just "yes" or "no".
 Avoid asking leading questions.
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 Secure specified and complete information pertaining to the work performed and the worker's traits.
 Conduct the interview in plain, easy language.
 Consider the relationship of the present job to other jobs in the department.
 Control the time and subject matter of the interview.
 Be patient and considerate to the worker.
 Summaries the information obtained before closing the interview.
 Close the interview promptly.

ATTRACTING AND RECRUITING THE BEST TALENTS

Following practices may be followed for attracting & recruiting the best talent-
#1: A broader job vacancy- Job seekers look for clarity in the job advertisements in terms of the profile,
company history, pay scale, career opportunities etc. A smart recruiter provides a clear picture of every required
detail in the job notification.

#2: Campus recruiting

The colleges are full of young and dynamic talents. A tie-up with renowned universities and colleges and be a part of
their placement cells. Campus recruiting is a great way to recruit students and recent graduates.

The best ways to attract these young talents are:

 Get featured in campus newspapers.
 Conduct workshops and seminars in different colleges to provide information about company and the career
opportunities that it has.
 Sponsor college festivals and other cultural events.
 Invite students for an industry tour to learn about the company structure and functioning.
 Offer internship programs where interested students can intern with the company.
 Make a different recruitment team for these fresher‘s who themselves are young professionals and understand
the budding minds.

Top companies like Microsoft, Google, Facebook, and TCS every year hire some talents from universities only.

#3: Be flexible

Employees look for those companies where work pressure doesn‘t affect their personal life. In modern time,
companies offer so much facilities to their employees. Companies are focused that the work conditions should be
balanced and efforts are undertaken so that monotonousness can be avoided.
Combination of various measures like work from home options at times, weekly offs, open environment office must
be provided to workers. Many companies conduct friendly sports matches to keep the employees entertained.

#4: Add perks

Big shots like Google and Facebook are dream companies for every job seeker. There are several reasons behind
this, some of them are like their comfortable work environment, a buffet meal to offer, both side cab facilities, health
insurance policies, bonus and allowances, family holidays, a well-maintained and beautiful office area and much
more. These all play a crucial role to attract talents.

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#5: Organize competitions- As per reports, digital media has become the main source to find jobs. So, companies
can attract talents by being part of this trend. They can organize online talent hunt programs for students and
professionals to participate and display their skills.
For example, L‘Oreal holds a marketing completion ‗Brandstrom‘ for students where they can act as managers in
the competition. Such competitions enable the seekers to know the company and recognize the brand. It allows job
seekers to live a professional life realizing responsibilities before even becoming professionals. This also gives them
a taste of company‘s style and format of working.
#6: Social media recruiting
The Human Resource team should be active enough on social media to attract the best talent. They should search for
potential candidates and encourage them to apply to their company. Build a reputation and a strong connection
through social media recruiting.
#7: Employee referral program
Setting up an employee referral program is a great way to hire promising candidates and also make your current
employees happy. Use your own employees as brand ambassadors for the company.
Under employee referral program, existing employees refer their qualified friends and family for vacant position in
their present working company. Many companies provides rewards for employee referral program to motivate their
employees.
FOR EXAMPLE- An Amazon gift card for one referral or an exotic holiday package for 5 referrals.
#8: Shorter time to hire
Many talents are lost because recruitment agencies take too long to decide or contact. Meanwhile, competitors are
waiting to hire potential candidate. By the time company respond, either the person has bagged another job or has
lost interest in that company due to the delay.
STRATEGIC TRENDS IN TALENT ACQUISITION
1. Recruitment Marketing
Recruitment marketing strategy is based on the implementation of marketing tactics in recruiting. Recruitment
marketing is the process of attracting talented individuals to organization using marketing methods and tactics.
The main goal of recruitment marketing is to follow the latest trends in the market and offer best solutions to the
companies to overcome these new challenges. Companies that first adopt these new recruiting best practices will
be more likely to attract talent.
2. Inbound Recruiting
Inbound Recruiting is a recruitment strategy where you proactively and continually attract candidates with the
goal to make them choose the organization as their next employer. Inbound recruiting is the recruitment trend that
a organization should adopt.
3. Employer Branding
Employer brand is the term commonly used to describe an organization‘s reputation and popularity as an
employer, and its employee value proposition, as other corporate brands.
Research by LinkedIn has proven that more than 75% of job seekers research about a company‘s reputation and
employer brand before applying. Companies with a bad reputation not only struggle to attract candidates, but they
also struggle to retain employees. This is why employer branding is one of the top recruitment trends.
4. Candidate experience
Under ―Candidate experience‖ present, past and potential future candidates‘ overall perception about company‘s
recruiting process is included. It is based on candidates‘ feelings, behaviors and attitudes they experience during
the whole recruiting process, from sourcing and screening to interviewing, hiring and finally onboarding.
―Candidate Experience‖ is in trends because candidates who had a positive candidate experience in your
recruiting process will more likely accept your job offer, reapply in future and refer others to your company, vice-
versa.
5. Talent pools

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Talent pool refers to a place or database where recruiters and HR Managers keep all of their top job candidates.
Talent pools include not only candidates that have applied for jobs, but also sourced, referred candidates, and
candidates that have willingly joined the talents pool in an inbound way.
6. Candidate Relationship Management
Candidate relationship management is a method for managing and improving relationships with current and
potential future job candidates. It is introduced as a solution to the biggest problem which is attracting candidates.
7. Social Recruiting
Social recruiting is using social media channels for recruiting. The term refers to different ways of using social
media networks (such as Facebook, Twitter, LinkedIn etc.) and websites (blogs, forums, job boards and websites
like Glassdoor for example) to find, attract and hire talent.
8. Recruitment Automation tools
Recruitment automation tools are software that use new technology to automate recruiting process. Software like
HRIS, Applicant Tracking System (ATS) and Recruitment Marketing Software are already present in market, but
Recruitment Automation Tools go beyond all these. It integrates both ATS and Recruitment Marketing solutions
under one platform.
This tool offers help in finding, attracting, engaging, nurturing and converting candidates into applicants. They
also streamline, simplify and automate hiring process, making it faster and more efficient.
9. Data-driven recruiting and HR Analytics
Data-Driven Recruiting and HR Analytics are expressions used to demonstrate recruiting methods in which
planning and decision making are based on data acquired through HR technology such as Applicants Tracking
Systems and Recruitment Marketing Platforms.
10. Employee referrals
Employee referral programs are definitively one of the most productive ways for hiring talent and filling open
positions. Research has proven that referred employees take shortest to hire and onboard, and require way less
money.
11. Collaborative hiring
Collaborative hiring is a hiring method in which both HR teams and teams from other departments work together
to find and hire talent. Collaborative hiring is extremely important as it significantly improves the quality of new
hires.
12. Structured interviews
Structured interviews are becoming the most popular interview type among many employers.
Few advantages of structured interviews:
 Effectiveness
 Objectiveness
 Fairness
 Relevant.
13. Strategic alignment
Recruiting and hiring should be aligned with the overall corporate strategy. In order to make recruiting more
strategic, it is necessary to identify company‘s future needs and goals. Based on that current and potential future
skill gaps should be identified. Based on the results, HR teams should plan their hiring efforts to support business
growth.
TALENT ACQUISITION MANAGEMENT SOLUTIONS
Planning for organization‘s future separates a personnel manager from a talent leader. Employees are an important
part of any organization‘s future. Ensuring that the workforce is aligned with the corporate goals, strategy and values
is not an easy task.
There are following measures that can be taken as solution in talent acquisition management-

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 Recruiting Software — These talent management solutions help businesses facilitate recruitment, hiring, and
onboarding of new talent. Recruiting solutions are further divided into the following subcategories: employee
referral software, job description management software, pre-employment screening software, recruiting
automation software, talent acquisition suites software, and video interviewing software.
 Choice of Right Recruitment Strategy- Due to the incredible competitive labor market, organization needs
to identify the right recruitment strategies to attract and hire top talent. The right recruitment strategy should
have 5 Cs, which are-
(1) Credibility: Good character and reputation of organization
(2) Compensation: Competitive salary and benefits
(3) Culture: Shared mission and vision and perks
(4) Commitment: Shared plan and strategy
(5) Challenge: Challenging but achievable goals and outcome
 Utilize social media- Job candidates are utilizing social media more to search for jobs than traditional ways.
So, the organization should enhance its recruitment efforts on social media like Facebook, Twitter, LinkedIn etc.
by using some of the following hashtags:
#jobopening / #nowhiring / #hiring / #jobsearch / #jobs / #careers / #employment
 Find a compensation balance
Employers, who don‘t offer adequate amount of compensation to their employees, experience more turnover and
ultimately spend more time and resources on the hiring process. The costs of recruiting, hiring, and
onboarding—paired with those of unfilled or unsuccessful hires—often outweigh the cost of a high-quality hire.
Unsuccessful hires because of inadequate compensation also create poor image or branding for employees. So,
the companies should take a wise decision of providing adequate compensation to its employees.
 Create a valuable employer brand
Companies tend to invest more time and effort in the recruiting process and not enough time on employee
retention. To be successful in long run, companies should adopt strategies that encourage employees to stay in it
for long period. Following strategies can be adopted-
(1) Compelling perks and incentives
(2) Flexible hours or work arrangements
(3) Stock options
(4) A positive workplace culture
(5) Fringe Benefits etc

STRATEGIC VIEW OF RECRUITMENT & SELECTION

Recruitment and selection of human resources certainly have a very important impact on how well an organization
can successfully materialize its business strategy.
Organizations also face an important question of whether it should develop its existing employees in such a way so
as to fulfill its vacancy requirements or should it try to acquire or hire human resource from outside the organization.
Organizations usually take help of the three strategic approaches to recruitment and selection, namely-
(1) Traditional approach,
(2) Staffing as strategy implementation and
(3) Staffing as strategy formation
(1) Traditional Approach-
The traditional approach to recruitment and selection gave very little or no importance to business strategies. It
minimizes the link between staffing decisions and an organization‘s business strategy.
The aim was to find a person who could fit the job perfectly and to recruit people who could perform the best in the
given job.
The use of this approach was also seen extensively during the First World War, where cognitive ability tests were
used by the armies of US, UK and France wherein soldiers employed were simply placed in a job where they were
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best suited without taking into consideration the strategies formulated by the army. This was a very successful
practice and became extremely popular among organizations other than the army in a short span of time.
While this approach may have benefited organizations in several ways but it is considered non-strategic because it
completely ignores business strategy.
(2) Staffing As Strategy Implementation-
To be successful, organizations are forced to take a strategic approach to recruitment and selection especially in the
long term as following the traditional approach is not practical in the present scenario with the heightened
competition.
This approach sees strategy as fixed and employees as a variable aspect.
This approach focuses on the fact that every business has a business strategy, which remains fixed. Employees have
to be recruited and selected based on how well they will be able to perform their jobs in order to be successfully able
to implement the fixed business strategy. This model can be easily applied into a real organization situation.
First, the organization should develop an organizational strategy. Then it should find the organizational skills, as
well as abilities and knowledge required in order to implement its business strategy. Finally, it should recruit and
select only those candidates who are fit in the desired criteria.
For example, If an organization has to survive competition in the market, its strategy will be to make sure that its
products are low-cost, better quality, and innovative in comparison to its competitors. Now, for it to achieve this, the
organization should employ people who have a broad outlook, well aware of the markets and quick learners. When
an organization organizes training programs, industrial visits etc. it expects its employees to be enthusiastic and
grasp things.
(3) Staffing As Strategy Formation-
In a competitive environment, an organization constantly faces a number of threats from its competitors. The
organization that can grab & utilize the opportunity at the earliest has chances to lead in market.
In order to utilize its human resources completely, organizations use this approach wherein the capabilities of
candidates to be recruited are considered. The primary concern is to match the qualities of candidates with the
business strategy of the organization.
This approach sees employees as well as strategy as a variable aspect unlike the previous approach. The business
policy is to recruit employees on the basis of their personal qualities and traits like knowledge, skills, abilities and
other characteristics (KSAOs).
Hiring on a ―value-added‖ basis will enrich the organization‘s human resource pool hence, making it easier to
implement not just a single business strategy but, a wide range of business strategies.
Example- When an athlete is selected for a team, no specific criteria are set about his/her qualities or characteristics.
When a pool of potential athletes having the best KSAOs are found, strategies are made based on all their
characteristics.
The inference that can be drawn from this is that though an organization can recruit candidates with a wide range of
KSAOs it is not possible to foretell what business strategy will be formulated with a particular set of KSAOs.
Another important policy within this approach for an organization is to give equal priority to staffing decisions
along with decisions like allocation and acquisition of funds.
Finally, the organization should make human resource an important part of all its policy decisions making.
When employees are hired in an organization, the organization should be flexible enough to be able to make them a
part of the organization so that they adjust to its environment in the shortest time and contribute towards its success.
For example- The top management of manufacturers of medical equipment give its valuable guidelines to its
employees on market strategies. Thereafter employees, starting at the lowest level and within every section &
division formulate their own strategies.

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