CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

DEFINITION AND CONCEPT OF HRM

What is HRM?

Human resource management (HRM) is the act of enlisting, recruiting, sending and
dealing with an association's representatives. HRM is frequently alluded to just as HR
(HR). An organization or association's HR division is normally liable for making, placing
into impact and managing strategies overseeing laborers and the relationship of the
association with its workers. The term HR was first utilized in the mid1900s, and afterward
more broadly during the 1960s, to portray individuals who work for the association, in
total.

HRM is worker the executives with an accentuation on those representatives as resources

of the business. In this specific circumstance, workers are once in a while alluded to as
human resources. Likewise with other business resources, the objective is to take full
advantage of workers, lessening risk and boosting profit from venture (ROI).

The advanced HR innovation term human capital management (HCM) has been utilized
all the more often contrasted with the term HRM. The term HCM has had far reaching
reception by enormous and medium size organizations and different associations of
programming to oversee numerous HR capabilities.

CONCEPT OF HRM

HR is viewed as by numerous business tacticians to be the most significant of all

organization assets. That is on the grounds that representatives can acquire new abilities,
in this way expanding the size of an organization's upper hand over the long run. Different
assets basically don't have that limit.

Likewise with numerous parts of business, HR is one capability that a few organizations
presently re-evaluate. By giving over liability to an external office to find, enlist, make due,
and pay qualified laborers, the organization can remain fixed on fostering its center skills.
Essentially that is the reasoning, which is by all accounts making strides.

A few unique kinds of associations that will deal with your HR obligations include:

Proficient Employer Organizations (PEO) - PEOs take care of all parts of your HR
capability. That incorporates finding and employing laborers and setting their
compensation rate. Representatives work for both the PEO and your organization.

Human Resource Outsourcer (HRO) - Companies awkward with giving over all
obligation and control of their representative base might be more joyful with a HRO, which
handles all HR exercises however doesn't really utilize laborers.
 E-Services - Using a web-based HR stage empowers private companies to keep up with
control of their HR exercises while utilizing data innovation to productively do it more.

Besides hiring and firing, HR professionals also take care of:

 Recruiting
 Background checks
 Drug testing
 Relocation
 Training and professional development
 Compensation plan development
 Employee assistance plan
 Outplacement
 Payroll management
 Benefits administration
 Legal
 Employee relations

SCOPE OF HRM/ IMPORTANCE OF HRM/ STRATEGIC HRM

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under following heads:
HRM in Personnel Management - The main goal in this situation is to evaluate personal
growth, development, and effectiveness as they indirectly influence organizational
development. This is typically direct manpower management that involves manpower
planning, hiring recruitment and selection, training and development, induction and
orientation, transfer, promotion, compensation, layoff and retrenchment, employee
productivity. It also includes performance appraisal, developing new skills, disbursement
of wages, incentives, allowances, traveling policies and procedures and other related
courses of actions.

HRM in Employee Welfare - Workplace facilities and working environment are the focus
of this particular HRM component. It deals with working conditions and amenities such as
canteen, crèches, rest and lunchrooms, housing, transport, medical assistance,
education, health and safety, recreational facilities, etc.

HRM in Industrial Relations - maintaining co-ordinal relations with the union members.
This covers union-management relations; join consultation, collective bargaining,
grievance and disciplinary procedures, settlement of disputes

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

Human Resource Management is important because it is the key to improved business

performance, it addresses the immediate needs of a company and its employees. HRM
helps bridge the gap between employees’ performance and the organization’s strategic
objectives. It also looks forward for developing plans to support the future needs of a
company as a whole.

HRM is an important component of any business, from risk management to enhancing

employee wellbeing. A successful business is built on a happy workforce, and HR
management is like a glue that ties it all together. This complicated area of work would
lack structure and struggle to develop over time without effective management.

Human resources management is so important to an organization because this

department has many responsibilities and keeps the organization operating smoothly.
This are some vital roles that Human Resource Management plays in maintaining quality
team of working experts;

 To Maintain Quality Work of Life

 To Increase Productivity and Profit
 To Match Demand and Supply of Human Resource
 To Develop Corporate Image
 To Resolve Conflicts
 To Sustain Business in the Market
 To Motivate and Retain Employees
The administration of human resources is so crucial to businesses that many refer to this
division as the lifeblood of an enterprise. Without competent human resources
management, businesses would not be able to attract and retain top talent, grow and
improve their operations, or preserve a positive, accepting workplace culture.

STRATEGIC HUMAN RESOURCE MANAGEMENT

- or People Strategy is about creating a coherent planned framework for employees to be
hired, managed and developed in ways that supports an organization’s long-term goals. It
helps ensure that the various aspects of people management work together to drive the
behavior and climate needed to create value and meet performance targets. It focuses on
longer-term people issues, matching resources to future needs, and large-scale concerns
about structure, quality, culture, values and commitment. It must also be a response to the
evolving nature of work itself.
Strategic Human Resource Management is the overall framework that determines the
form and delivery of the individual strategies, It establishes a systematic connection
between individuals and organizations by incorporating HRM strategies into broader
organizational plans to achieve organizational success. Additionally, it entails a process
that is focused on the future for creating and implementing HR programs that address and
resolve business issues and directly support significant long-term business objectives.
Strategic human resource management is assembling the best team for your business’s
growth and success.
It is a holistic approach that the process’s primary goal is to match the appropriate
employees with the appropriate positions in your organization based on the employees
talents and competencies.

Strategic Human Resource Management is a more integral, hands-on approach to

furthering the interests and abilities of your business.
Once it established, it can;

 Avoid talent shortage

 Anticipate workforce needs in a changing market
 Facilitate staffing changes
 Remain agile as the market evolves
 Plan for short-term and long-term growth
 Improve operations
 Stay ahead of the technology curve
 Generally, strategic human resource management is the foundation of success of a
one strong business, and if its appropriately implemented, the business has a high
possibility to succeed for the reason of ensuring that the entire organization is
operating to achieve its objectives. It is the key to improved business performance.
HISTORY OF HRM

1. Industrial Revolution

Industrial revolution is the Fragmented and Dull jobs, workers did portion of the job,
workers were glorified machine tools, interests of workers not protected.

2. Scientific Management

Taylor advocated, work is broken down into smallest mechanical elements and
rearranging them into efficient combination. Individuals should be matched physically and
mentally to the requirements of the task. Piece rate system.

3. Trade Unionism

Trade unionism is a Collective bargaining, unfair labor practices, grievance handling,

disciplinary procedures, pay and benefits.

4. Human Relations Movement

Hawthorne experiments by Elton Mayo demonstrated that employee productivity was

affected not only by the way the job was designed and employee economically rewarded
but also by certain social and psychological factors. Includes supervisory training
programs, strengthen bonds between labor and management and counseling programs.

5. Human Resources Approach

Pet Milk theory that happy workers are productive workers or happy cows give more milk
was rejected. Workers are unique with their own needs and motivation levels. This
Approach assumes that job is the primary source of satisfaction and motivation to the
employees. Emphasis on individual involvement in the decisions made in the organization.

These are the Human Resources Approach

People do not dislike work if they have helped establish objectives.

Whereas, Theory Y-Most people can exercise a great deal more self-direction, self-control
and creativity than are required in their current jobs.

Next is, Manager's job is to use untapped human potential.

Then, Manager should create a healthy, safe, and convenient environment.

Then, Manager should provide self-direction to the subordinates.

Then, Expanding subordinate’s influence.

And last human resource approach is Work satisfaction.

Functions of Human Resource Manager

 Recruitment and Hiring

One of the most well-known functions of human resource management is
recruitment and hiring. To remain competitive in the industry, businesses need to
attract and retain top talent.

The HR team typically meets with a hiring manager to learn more about open
positions and gain a detailed understanding of the kind of people that will fit best in
those roles. While they also consider education, experience, and skills, HR must
look at personality traits and working styles to increase the chances of long-term
compatibility.

 Training and Development

Hiring qualified employees is just one aspect of an HR department’s job. In order to
retain talent and remain competitive, HR managers may also be responsible for
launching employee development initiatives.

This could entail additional on-the-job training, professional development programs,

or educational opportunities that allow employees to grow and develop in their
current roles—or prepare them for career advancement within the organization. HR
departments know that investing in training and development benefits both
employers and employees.

 Managing employee and employer relationships

A company’s success relies on its people, so human resource management must
focus on fostering healthy relationships among all levels of employees. 

This can include conflict resolution during tense situations or negotiating positive
outcomes for all involved parties. It may also include providing specific types of
training, such as anger management or mindfulness, to ensure employees have
the resources to manage themselves effectively in the workplace.

 Creating a rewarding company culture 

One of the most overlooked functions of human resource management is
developing an engaging company culture. Keeping employee morale high doesn’t
happen only during team lunches or after-work drinks. It happens through the ethos
of the company — the mission, vision, and core values. 

HR responsibility includes making sure employees have competitive pay and both
tangible and intangible benefits. The department should identify potential negative
workplace cultural issues that could create problems among employees and help
steer the organization in the right direction.
  Handle disciplinary action
A difficult aspect of human resource management is disciplining employees when
required. HR professionals must have a disciplinary process in place and must
ensure all employees are aware of it as part of their onboarding.

If an incident occurs that requires disciplinary action, HR may need to notify the
employee with a written warning and include it in their file. It may even be
necessary to suspend, demote, or terminate the employee, depending on the
issue. It’s best to have a legal expert on the HR team who can ensure the company
follows all labor laws properly in terms of disciplinary actions.

HR POLICIES AND PROCEDURES

Code of conduct
       Outlines the appropriate behavior employees are expected to follow in the workplace
towards their colleagues, supervisors and overall organization.

It usually addresses issues such as:

•Dress code
•Social media use
•Punctuality
•Alcohol and drug use
•Harassment and bullying

Recruitment policy
A framework that clearly outlines all your business's recruitment methods and practices

Termination policy
A written document that details how employee termination happens inside your
organization.

Working hours and overtime policy

An employee is entitled to overtime for actual time worked in excess of 40 hours per
Workweek.
         
Attendance and remote work policy
This policy specifies whether the employees are expected to work from the office or from
home.
        
Performance evaluation and promotion policy
It is transparently communicate to the employees how their jobs are graded and how
performance is rewarded.
         
Health and safety policy
It is there to outline the procedures and responsibilities of all employees to keep the
workplace safe for everyone.
Expense policy
Explain how expenses should be handled

Leave policy
Taking a certain amount of time off work is what helps your team stay healthy, happy, and
productive.

EMERGING ROLE OF HRM

The role of Human Resources Management is evolving with the changes in the
competitive market environment and the realization that Human Resources Management
must play a more strategic role in the success of an organization.

Consequently, organizations that do not put their emphasis on attracting and retaining
talents may find themselves in dire consequences, as their competitors may be outplaying
them in the strategic employment of their human resources.

This is a result of the increasingly quick changes in the local and global business
environment,
which necessitates that firms become more flexible, resilient, agile, and customer-focused
in order to succeed.

Six roles proposed by Scott Snyder:

1. Product Incubation Manager: is advancing beyond conventional project

management with the knowledge necessary to understand the distinctive triggers of
the digital generation.

2. Behavior Scientists: by creating individualized thoughts that change behavior by

fusing consulting experience with neuroscience and behavioral economics.

3. Journey Mappers: Applying the scientific approach to understanding context and

constructing user journeys.

4. Business Modellers: Rapid experimentation to challenge business model

assumptions in a complex and fast-changing business condition.

5. Solution Finders: Cultivating innovation networks to translate raw inventions into

complete solutions that meet a defined need.

6. Emerging Technology Specialists: like tracking, translating, and hyper-testing

technologies such as AI, IoT, and blockchain to identify how they can impact the
company.
ROLE OF HR EXECUTIVES

What Is an HR Executive? An HR executive is an administrative human resource role that

is primarily responsible for ensuring an organization’s entire HR department performs well.
Those who obtain this role have achieved the highest position in an HR department and
are viewed as the main authority on all HR matters and functions.

They also perform the most fundamental procedures of the human resources department
and handle aspects such as personnel management, social welfare, and the maintenance
of HR records. A human resources executive is a crucial member of the HR department,
plays an instrumental role in many HR responsibilities, and leads the HR staff to
implement various projects.

An HR Executive overlooks the entire human resources department and its staff . The
position sits at the top of the hierarchy, and they have to ensure that all human resources
work proceeds smoothly. In addition, they are directly responsible for ensuring that HR
policies are updated and need to predict when the company needs to launch different
hiring processes or alter its human resources management approach.

Key Job Responsibilities of HR Executives

 Manage and direct all HR tasks for an organization.
 Oversee the work of the HR staff.
 Report to higher authorities such as CEOs.
 Ensure all employees, managers, and executives adhere to HR company policies.
 Work with CEOs to strategize and implement HR changes.
 Direct and oversee hiring, training, and dismissal processes.
 Create or modify staff benefits.

HR executives attract the best talent to work for their companies and make sure that new
and existing workers are satisfied with their positions. Executives meet with department
heads to determine staffing needs, write employment notices, hold recruiting fairs and
study submitted resumes to determine the best candidates. They then set up interviews
and formally hire qualified applicants. HR executives process paychecks to reach
recipients on time and for the correct amounts, answer questions about human resources
and oversee employee relations. They also must ensure that their organizations comply
with government labor laws.
CHALLENGES OF HR PROFESSIONALS

Here are the challenges faced by HR Professionals 

1. Identifying and hiring candidates for open jobs

Thirty-six percent of respondents claimed recruiting and identifying the right job applicant
was the biggest challenge. An HR professional needs to be adept at finding and securing
the best hires, even when the job market is in the candidates’ favor.

2. Conducting employee terminations or layoffs

Since letting a worker go is usually an emotionally draining process, it's no surprise that
26 percent of HR professionals claimed this to be the most challenging part of their jobs.
Also, the legal issues to consider can be particularly stressful for HR workers because one
misstep in the termination process can lead to a time-consuming and expensive lawsuit
for the company.

3. Managing benefits and perks programs

Health insurance, disability, paid vacation time, and a company benefit and perks program
can be extensive and complex. Twenty-three percent of HR professionals felt that
managing these programs was the most challenging part of the job. Often, these
programs include hidden perks such as subsidized training, leaves of absence or
seasonal perks such as flexible hours in the summer.

4. Ensuring internal and external compensation equity

The pressure is on the HR team to ensure compensation is competitive. The burden of

making sure that a company's workers are not lured away by better salaries, impressive
titles or attractive perks rests on the shoulders, at least partially, of human resources. As a
result, it’s no surprise that 14 percent of HR professionals cited compensation equity as
their top challenge.

5. Managing Relationships
 Work models in the new economy are powered by the relationships fostered between
managers and individual team members and their peers.
Healthy work relationships build trust in the workforce and empower employees to work
together more effectively, even if they don’t see each other or work together often.
 CHAPTER 2: JOB ANALYSIS AND DESIGN

DIFFERENCE BETWEEN JOB ANALYSIS AND JOB DESIGN

WHAT IS JOB ANALYSIS?

Job Analysis is about determining the level of work experience, educational and
professional qualifications, skills as well as the expertise required for a particular job
profile.

WHAT IS JOB DESIGN?

Job Design is the process of comprehending, identifying, and deciding the

duties, roles, responsibilities, and other specifications of a particular job profile.

THE DIFFERENCE BETWEEN JOB ANALYSIS AND JOB DESIGN

CRITERIA JOB ANALYSIS JOB DESIGN

Aim Job analysis investigates Job Design focuses on
and identifies the duties, integrating the
tasks, responsibilities, requirements and needs
skills and knowledge, of an employee with the
essential objectives of the
qualifications for a organization.
certain job profile.
Core To gather all the To decide the content of a
Focus information to curate the job and aligning it with the
job description and job organizational goals and
specification for the ensuring job satisfaction
recruitment process. and better working
environment
for the employees.
Factors It covers comprehensive It covers comprehensive
information pertaining to business objectives as
the job description, well as how to boost the
recruitment and selection morale of employees,
process, compensation provide them with a better
and remunerating quality of life and working
employees etc. environment.
Occurrence in terms of Takes place before the Takes place after the
the Recruitment recruitment process starts recruitment process as
process to ensure that the job the core focus is on the
description and job existing employees and
specification are well- how their performance
structure to get the best can be improved and a
possible candidates. better job satisfaction
can be
facilitated.
CHARACTERISTICS AND TYPES OF JOB ANALYSIS

JOB ANALYSIS

Job analysis is the process of gathering and analyzing information about the content and
the human requirements of jobs, as well as, the context in which jobs process is used to
determine placement of jobs

CHARACTERISTICS OF JOB ANALYSIS

 WORK ACTIVITIES: Collection of information about the job’s actual work activities,
such as clearing, selling, teaching, or painting.
 HUMAN BEHAVIORS: The specialist may also collect information about human
behavior like sensing, communicating, deciding, and writing.
 MACHINE, TOOLS, AND EQUIPMENT: The category includes information
regarding tools used, materials processed, knowledge dealt with or applied and
services rendered.
 PERFORMANCE STANDARDS: The employer may also want information about
the job’s performance standards.
 JOB CONTEXT: Job context includes information about such matters as physical
working conditions, work schedule, and the organizational and social context, for
instance, the number of people with whom the employee would normally interact.
 HUMAN REQUIREMENT: This includes information regarding the job’s human
requirements, such as job-related knowledge or skill and required personal
attributed.

TYPES OF JOB ANALYSIS

 OPEN-ENDED QUESTIONNAIRE

Job incumbents and/or managers fill out questionnaires about the KSAs
(knowledge, skills, and abilities) necessary for the job.

 HIGHLY STRUCTURED QUESTIONNAIRE

These questionnaires allow only specific responses aimed at determining the

frequency with which specific tasks are performed, their relative importance and
the skills required.
  INTERVIEW

In a face-to-face interview, the interviewer obtains the necessary information from

the employee about the KSAs needed to perform the job.

 OBSERVATION

Employees are directly observed performing job tasks, and observations are
translated into the necessary KSAs for the job.

 WORK DIARY OR LOG

A work diary or log is a record maintained by the employee and includes the
frequency and timing of tasks.

IDENTIFY JOB DESIGN

JOB DESIGN

 Refers to the way that a set of tasks, or an entire Job, is organized. Job
design helps to determine. What tasks are done. How the tasks are done.

Important Methods
Job Simplifications
 The process of removing tasks from existing roles in order to make them
more focused. The objective of work simplification is to develop improved
work methods that maximize output while minimizing expenditure and cost.

Job Rotation
 The systematic movement of employees from one job to another within the
organization to achieve various human resources objectives such as orienting
new employees, training employees, enhancing career development, and
preventing job boredom or burnout.

Job Enrichment

 A process that is characterized by adding dimensions to existing jobs to make

them more motivating. Examples of job enrichment include adding extra tasks
(also called job enlargement), increasing skill variety, adding meaning to jobs,
creating autonomy, and giving feedback.

Job Enlargement
 A job design technique wherein there is an increase in the number of tasks
associated with a certain job.

LINK BETWEEN JOB ANALYSIS AND DESIGN AND HR PROCESS

Job analysis and job design are concepts very closely related to one another.
Job design follows job analysis, and the purpose of both job analysis and design
is to create the best fit among the company’s needs and individual with the right
skills, knowledge, and capabilities to deliver to those needs and hiring process, or
the recruitment process, includes making the decision to hire a new employee,
deciding what skills and experience an employee will need, recruiting for the
position, selecting an employee, onboarding, and new employee training.
RECRUITMENT / IMPORTANCE OF RECRUITMENT

RECRUITMENT

Recruitment is the process of actively seeking out, finding, and hiring candidates for a
specific position or job. The recruitment definition includes the entire hiring process, from
inception to the individual recruit’s integration into the company.

Recruitment involves actively seeking out and advertising potential candidates and
obtaining their interest in the position. Selection refers to determining the best candidate
from the pool of applicants.

Recruitment is an important business strategy that involves hiring the correct candidate
for the job position. This candidate then becomes a part of the workforce and business.
Recruitment mostly does not depend on a single individual. Instead, there is a team that
overlooks the hiring process.

SELECTION

In Human resource management, selection refers to choosing the right candidates from
the pool of eligible candidates to fill the vacant job positions in the organization.

IMPORTANCE OF RECRUITMENT

 Recruitment helps divide applications into categories of under-qualified and

over- qualified. This helps streamline the process, making it easier to shortlist
people who would be perfect for the job and would help the company grow.

 Increases the value of the organization, as well as individuals working in the

business.

 The recruitment team conducts job analysis activities, along with some
personnel planning to ensure that they can understand all necessary
requirements needed for the job before they begin the recruitment process.
STRATEGIES IN RECRUITMENT

One of the most important human resource functions is recruitment and

selection. covers a wide range of elements that make up the performance of the
organization as a whole. Comprehensive job analysis and efficient human
resource planning will result in information that is needed to meet corporate
knowledge requirements. Having the appropriate personnel, with the appropriate
skills, at the appropriate time, as needed. bringing about this inside a system
established based on corporate EEO policies, which recognizes the depth of
diversity within the Workforce in Australia.

Similar to this, the selection of recruitment techniques that Organizations come in

all shapes and sizes, thus several methods are suitable for the type of job being
filled that is currently available. This paragraph will expose you to this broad
spectrum and, in particular, the necessary techniques to produce that effective
advertisement that will draw qualified candidates for the position that you have.
No matter the methods employed, you must ensure that all potential employees
have equal access to employment applicants. Our legal system not only requires
this, but being an Equal opportunity employer increases the likelihood of
obtaining the best candidate for the job.

STEPS IN DESIGNING AN HR TALENT INVENTORY

An inventory is a compilation of the skills, education and experiences of current

employees. Organizations use these inventories to assess whether current staff
can meet company goals.

The process of preparing a human resource inventory involves the determination

of personnel whose inventory is to be made, cataloging the factual information of
each employee, a systematic and detailed appraisal of these employees, and a
thorough study of the individuals who have the potential for growth.

The first step is to decide who should form a part of it.

After determining the person to be included in the manpower inventory, the

second step is to collect information about them.

The next step in manpower inventory is to appraise the talent catalog. The
present and future capabilities of persons are assessed. (Some scale is prepared
for appraising the person).
LINK BETWEEN RECRUITMENT AND HR PROCESS

HR and recruiters can cultivate a strong relationship that will help an organization find
and keep incredible employees.

If a recruiter and HR department work together well, the results can be

overwhelmingly positive for an organization that is seeking out top talent to fill
a vacancy.
Recruiters vs. HR: What’s the difference?

A recruiter’s responsibility ends once a candidate is hired, whereas an HR professional

manages the relationship between the employee and the hiring organization on a
continuous basis.

LEGAL DIMENSIONS OF RECRUITMENT

1.Age Discrimination in Employment Act

 Prohibits discrimination against persons 40 years of age and over.
 Promotes the hiring, promotion, and other terms and conditions of
employment of older people.
 Requires hiring decisions based on abilities rather than age.

2. Person with Disability

 Prohibits an organization from excluding a qualified person if he or she can
perform the "essential functions" of the job either unaided or with
"reasonable accommodation."
 Prohibits employment discrimination on the basis of disability.
 Prohibits pre-employment medical inquiries and examinations.

3.Equal Pay Act

 Prohibits discrimination based on sex in the payment of wages or benefits
when men and women perform work requiring similar skills, effort, and
responsibility for the same employer under similar working conditions.

4.Illinois Human Rights Act

 Provides for freedom from discrimination because of race, color, religion,
sex, national origin, ancestry, age, marital status, physical or mental
handicap, military status, or unfavorable military discharge, in connection
with employment.
 5.Title VII of the Civil Rights Act
 Prohibits discrimination in hiring, compensation, and terms, conditions, or
privileges of employment based on race, religion, color, sex, or national
origin.

CHAPTER 3: SELECTION, PLACEMENT, AND JOB FIT

HRM (Selection Process)

The selection process can be defined as the process of selection and shortlisting of the
right candidates with the necessary qualifications and skill set to fill the vacancies in an
organization. The selection process varies from industry to industry, company to
company and even amongst departments of the same company. The selection process
is quite lengthy and complex as it involves a series of steps before making the final
selection. Every organization designs its selection process, keeping in mind the urgency
of hiring people and the prerequisites for the job vacancy
Most often, the selection and recruitment are used interchangeably but however both
have different scope. The former is a negative process that rejects as many unqualified
applicants as possible so as to hire the right candidate while the latter is a positive
process that attracts more and more candidates and stimulates them to apply for the
jobs.
Based on the complexity of selecting the right candidate the selection process is
comprised of several steps:
1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Tests
5. Interview
6. Reference Checking
7. Medical Examination
8. Final Selection
Significance of Selection
The company should follow a proper selection procedure as huge amount of money is
invested in selecting the right candidate for the job. Also, the cost incurred in training
and induction programmer is too high that the wrong selections could lead to a huge
loss to the employer in terms of the time, effort and money.
Absenteeism and labor turnover are the grim situation for any organization and if the
candidates are not selected appropriately, then these problems will increase and the
overall efficiency of the organization will go down.

Steps in Selection process

Selection process involves the following steps:
Step # 1. Preliminary Interview:
Once a requirement is posted, a company may receive hundreds of thousands of
applications. In a granular pre-process, the preliminary interview is conducted to weed
out all candidates who do not meet the essential eligibility criteria. Some companies
employ innovative techniques to bring the right candidates to the table.
Step # 2. Screening of Applicants:
This stage includes shortlisting potential candidates from the pool of applicants who
applied. Screening can include multiple criteria, including educational prowess,
relevancy in terms of experience, etc.
Step # 3. Employment Tests:
Preliminary tests are an essential part of the job selection process. They assess the
aptitude, IQ, emotional intelligence, proficiency, and personality of candidates. While
some organizations hold these tests remotely, many prefer to arrange a test venue
generally within organizational premises. Should they be held at the premises, the
candidates are informed of the itinerary.
Step#4. Selection Interview:
Interview serves as a means of checking the information given in the application forms
and the tests results. It also provides an opportunity to the candidates to enquire about
the job during interview. Selection interview should be conducted in an atmosphere
which is free from disturbance, noise and interruption.
Step #5. Checking References:
References are generally required to enquire about the conduct of those candidates
who have been found suitable in interviews and tests. References can be collected from
previous employers, colleges last attended or from any other reliable source.
Step #6. Medical Examination:
A physical examination of a potential employee is necessary for the company to protect
itself against claims for compensation from individuals afflicted with disabilities. The
medical examination should be both general and thorough so as to give a complete
medical history. But it must not be used unfairly to reject an otherwise suitable
candidate.
Step#7. Final Approval:
After a candidate has cleared all the hurdles in the selection procedure, he is formally
appointed by issuing him an appointment letter or by making a service agreement with
him. No selection procedure is fool proof and the best way to judge a person is by
observing him working on the job.
Step #8. Employment:
Candidates who give satisfactory performance during the probationary period are made
permanent.

Concepts in designing and evaluating selection methods

Selection Method and It's Importance
Method of selection paradigm is as it follows; define target properties and/or   functions;
find candidates that match the targets; verify selected candidates through simulation of
process performance
The importance of selection method
It is important because hiring a good resources can help increase the overall
performance of the organization.
The Selection Methods
 Curriculum Vitae/ CV
 Application Form
 Letter of Application
 Interviews
 Tests
 Group Activities
 References
Curriculum Vitae
 CV stands for 'curriculum vitae', which is Latin for 'course of life'. It is a personal
document that includes information about an applicant's skills, experience and
qualifications. This document is used by a business to decide whether applicants
match the requirements of the person specification.
Application Form
 An application form is filled out by a potential employee when they apply for a
job. It often includes a section for applicants to write about themselves and why
they are the right person for the role. The questions are meant to help the
business to learn more about them.
Letter of Application
 Sometimes candidates are asked to write a letter of application to prove their
suitability for the role. Some applications also require letters of reference, which
are letters from previous employers about the applicant's experience and
character.
Interviews
 A business will often invite a number of applicants for an interview. This is usually
a face-to-face meeting during which the business will ask a series of questions
and observe how the candidate answers them. The performance of each
candidate can be compared.
Tests
 Tests are tests of a person's ability to think and react under pressure. This could
be a practical test or a paper-based test, depending on the type of job vacancy.
Some businesses will ask job applicants to take a test before starting a new
career
Group Activities 
 Businesses may ask applicants to work together to complete a task, or have a
discussion about how they would like to improve their organization.
References
 A reference is a written statement provided by someone who knows the applicant
well, usually their current employer. Comments are commonly made about their
punctuality and whether they are reliable as well as other qualities such as self-
regard and loyalty to their job

Types of Job Interviews

1. Behavioral Interviews
o Behavior-based interviewing (BBI) is used to assess how you have
handled specific employment-related situations in your previous job which
will help them evaluate your future performance.
2. Case Interviews
 o During a case interview you will be given a situation and asked how you
would manage that specific situation and/or solve a business problem.
3. Stress Interviews
o A stress interview is used to assess how you respond to stress and under
extreme pressure. In contrast to other interview types where hiring
managers will make an effort to make you feel at ease, this is not the case
during a stress interview.
4. Competency-Based Interviews
o Competency-based interviews are also known as “structured interviews”
and are used by hiring managers to assess your soft skills and
interpersonal competencies. The skills and competencies you are
assessed against vary depending on the position you are interviewing for.
o Communication
o Decisiveness
o Leadership
o Teamwork
o Resilience
5. Group Interviews
o This type of job interview means multiple candidates are being interviewed
at the same time and is often used if the company is hiring for more than
one position.
6. Panel Interviews
o During a panel interview, you will be interviewed by multiple interviewers
from the same organization and/or an external company.
7. Video & Remote Interviews
o Video and remote interviews have become much more common when the
applicant and interviewer are separated by distance. Video interviews can
either be with the hiring manager or a recruiter and they can be either in
person or ‘on demand’.
8. Phone Interviews
o Phone interviews can often be one of the first steps in your interview
process. More and more, companies are carrying out pre-interview
telephone screening before inviting the person for a face-to-face interview
9. Lunch Interviews
o Lunch interviews differ drastically from other interview types as the
interview takes place over a meal. You should be prepared for a number
of additional considerations. What should you order which isn’t going to be
messy to eat? How are you going to talk about your professional
achievements while trying to eat?

1. If the employees are properly placed, they will enjoy their work and organization
will not have to suffer the problem of employee turnover.
2. If employees don’t like their work, they start making excuses from the job and
remain absent. Effective placement will keep the absenteeism rate low
3. Morale of workers increases because they get the work of their choice, if
correctly placed
4. Workers will work attentively and safety of workers will be ensured and lesser
accidents will happen.
5. Workers will be satisfied with their jobs and there will be no reasons for disputes,
so human relations will improve.
6. Through proper placement, misfit between the job and person can be avoided.
7. Efficient and effective performance of individual tasks will ensure the
achievement of organizational goals.
8. To employ qualified and competent hands that can meet the job requirements of
the organization.

BENEFITS OF PLACEMENT
A Placements Year offers a range of benefits including:
 Offering you an insight into the ‘World of Work’ and allows you to get a
feel for what you do and don’t like doing
 Adds invaluable work experience to your CV which is attractive to graduate
employers
 Provides the opportunity to work with a more diverse group of people
 Able to apply elements of academic learning in the workplace
 Develops your skills further in many areas including; time management,
email/business communication, project work, working in a team
 Gives you experience of applying for jobs and interview practice – and the
potential to secure a job before returning to your final studies

A Placement Year offers you a chance to ‘road-test’ both a job and company before
any permanent commitment is made, it gives you the opportunity to become familiar
with a certain kind of company and decide for yourself if this suits your own career
goals.

WHAT IS JOB FIT/IMPORTANCE OF JOB FIT

Did You Know?
Other Types of Job Interviews
• Mock Interviews
A mock interview gives you the opportunity to practice for the ‘real’ job interview.
You can practice mock interviews with a career coach, counselor, or recruitment
consultant.
• Exit Interviews
Exit interviews are the opposite of a job interviews. An exit interview is the type of
interview you have if you decide to leave a company and/ or are being let go.
CONCEPT OF PLACEMENT OF AN EMPLOYEE
- Placement' is posting people to jobs which match their abilities. It may be defined
as a process of assigning a specific job to each of the selected candidates. It implies
matching job responsibilities of a rank with the qualifications of the selected
individual.

PROCESS OF PLACEMENT OF AN EMPLOYEE

1. Collect details about the employee 
2. Construct his or her profile
3. Which subgroup profile does the individual's profile best fit?
4. Compare subgroup profile to job family profiles
5. Which job family profile does subgroup profile best fit? 
6. Assign the individual to job family 
7. Assign the individual to specific job after further counselling and assessment.

Principles Followed while Making Placement of an Employee

1. Job requirement – An employee should be placed on the job according to the
requirement of the job rather than qualification and requirement. 
2. Qualification – The job offered should match with the qualification possessed by
an employee.
3. Information – All the information relating to the job should be given to the
employees along with the prevailing working conditions. They should also be
made known that they have to pay penalty for wrong doing.
4. Loyalty and Co-operation – Every effort should be made to develop a sense of
loyalty and co-operation in employees to make them understand their
responsibilities.

IMPORTANTANCE OF PLACEMENT
In the words of Pigors and Myers, “Placement is the determination of the job to
which an accepted candidate is to be assigned and his assignment to that job.
 The importance of placement lies in the fact that a proper placement of employees
reduces employee’s turnover. Absenteeism, accidents and dissatisfaction, on the
one hand, and improves their morale, on the other. Placements are also important
for employment agencies, especially executive search firms, a type of employment
agency that specializes in recruiting executive personnel for companies in various
industries.

Employees who are well matched to their jobs are 2.5 times more productive.
-Harvard Business Review

 Job fit is a concept that refers to how well an employee is suited for his or
her position.
 Job fit is another important consideration when hiring.
 It measures not only the abilities a candidate requires to succeed in a role.
 Job Fit is the degree of congruence between an individual’s cognitive and
behavioral traits, and interests in a job and work environment in relation to
the open position.
 “Competency is not enough. Job fit is the key to better hiring decisions”-
Lou Adler`
 Job fit is more important than experience, education, or training. It gets to
the core of who a person really is.
 One of the most important elements which affect how an employee
performs at their job and how engaged they are while doing it is job fit.
 Why should employers take so many factors into account when hiring?
Because a top-performing employee who isn’t a good cultural and
organizational fit will be dissatisfied at work, he or she will lack motivation,
and will be more likely to leave, and vice versa.
 Studies show that proper job fit improves engagement and retention,
resulting in increased productivity.
 Job-fit, therefore, is a critical component to ensuring employee
engagement, job satisfaction, lower stress, and financial security.

Impact of Selection and Job Fit on Employee, Motivation, Morale

On Employee:
-Applicants determine their anticipated levels of fit throughout the selection process.
-Job applicants focus on working for excellent organization where they can stay long
and have opportunities to grow.
-Employee engagement is often defined as the vigor, dedication, and absorption one
feels about and/or displays within their job.

On Motivation:
Extrinsic Motivation – a motivations that are active and functioning because of others.
Intrinsic Motivations – a motivations that refers to the psychological state of self,
which makes an employee enjoy and feel attracted to the task itself.
- Job involvement is the level where a worker occupies himself, feels attached,
focuses on his work and cares only about his work.
- Motivation can also change in the working system set by the company.

On Morale:
Morale represents the attitudes of individuals and groups in an organization towards
their work environment.
- An employee who had a wrong job expectation can extend well beyond by simply
quitting their job.
- Having an accurate and just selection and job fit impacts on the morale of an
individual.

Productivity & Retention 

          Recruitment and Selection are very important elements that determine the
prosperity and effective of the organization, well planned and managed recruitment and
selection practices results in organizational positive outcomes in today's competitive
business environment where employees recruitment and selection seems to be global
agenda.
Retention on the other hand, is a systematic effort by employers to encourage valued
employees to remain with their organization.
Employees have to be motivated to appreciate their various roles and tasks as
individuals. No matter how automated an organization may be high productivity
depends on the level of motivation and effectiveness of workforce.
Productivity
- The efficiency of production of goods or services expressed by some measure.
Retention
- The process by which a company ensures that its employee don't quit their jobs.

 Employee Productivity
- is the amount of work done an employee can accomplish in a fixed amount of time.
Productivity = number of items or goods or services provided / number of units of work
hours invested.

Employee Retention
- The ability of an organization to keep an employee
- A measurement that helps determine how many employee the organization can keep
over a period of time and it’s expressed as a percentage.