UNIT 2

ACQUISITION FUNCTION OF HRM

Meaning:
Human resource planning is a practice of identifying current and future human
resources needs for an organization to accomplish its objectives. This is a
strategy for the acquisition, utilization, improvement and preservation of
enterprise human resources. This is a plan of action formulated to meet the
future human resource needs of an organization.
NATURE OF HUMAN RESOURCE PLANNING
(i) Human resource (HR) planning is the well defined objectives
Enterprise's objectives and goals in its strategic planning and operating planning
may form the objectives of human resource planning. Human resource needs are
planned on the basis of company's goals.
ii) This is determining Human Resource Reeds
Human resource plan must incorporate the human resource needs of the
enterprise. The thinking will have to be done in advance so that the persons are
available at a time when they are required. For this purpose, an enterprise will
have to undertake recruiting, selecting and training process also.
(iii) Keeping Manpower Inventory
It includes the inventory of present manpower in the organisation. The
executive should know the persons who will be available to him for undertaking
higher responsibilities in the near future.
(iv) Adjusting Demand and Supply
Manpower needs have to be planned well in advance as suitable persons are
available in future. If sufficient persons will not be available in future then
efforts should be made to start recruitment process well in advance. The
demand and supply of personnel should be planned in advance.
(v) Creating Proper Work Environment
Besides estimating and employing personnel, human resource planning also
ensures that working conditions are created. Employees should like to work in
the organisation and they should get proper job satisfaction
OBJECTIVE OF HUMAN RESOURCE PLANNING
The several objectives of HR planning are as follows:
ⅰ) To review the Human Resource needs for future and making plans for
recruitment and selection.
ii) To identify the skills required in future.
iii) To determine the training and development needs for the organization.
iv) To anticipate surplus of shortage of staff and avoiding unnecessary
detentions and dismissals.
v) To ensure the controlling of wage and salary cost.
vi) To ensure optimum use of human resource in the organization.
vii) To consider the higher labor productivity.
viii) To ensure career planning of all the employees.
IMPORTANCE OF HUMAN RESOURCE PLANNING
i) HRP is important to create highly talented personnel
HRP helps prevent shortages of labor caused by attrition. Further technology
changes would further upgrade or degrade jobs and create manpower shortages.
ii) Protection of weaker sections
A well-conceived personnel planning would also help to protect the interests of
the SC/ST, physically handicapped, children of socially oppressed and
backward classes who enjoy a certain percentage of employments
notwithstanding the constitutional provisions of equal opportunity for all.
iii) Cope with change
HRP enables an enterprise to cope with changes in competitive forces, markets,
technology, products and government regulations.
iv) Forecast future personnel needs
To avoid the situations of surplus or deficiency of manpower in future, it is
important to plan your manpower in advance.
v) International requirements
International expansion strategies largely depend upon effective HRP. With
growing trends towards global operations, the need for HRP further becomes
more important as the need to integrate HRP more closely into the organization
keeps growing.
vi) HRP helps to increase investments in HR
It is important that employees are used effectively throughout their careers.
Because human assets can increase the organization value tremendously as
opposed to physical assets
vii) Resistance to change and move
Here HRP becomes very important and needs the resources to be planned
carefully.
viii) Performance Appraisals
HRM encourages the people working in an organization, to work according to
their potential and gives them suggestions that can help them to bring about
improvement in it. The team communicates with the staff individually from
time to time and provides all the necessary information regarding their
performances and also defines their respective roles.

FACTORS AFFECTING HUMAN RESOURCE PLANNING

1. Employment
HRP is affected by the employment situation in the country i.e. in countries
where there is greater unemployment; there may be more pressure on the
company, from government to appoint more people.
2. Technical changes in the society
Technology changes at a very fast speed and new people having the required
knowledge are required for the company.
3. Organizational changes
Changes take place within the organization from time to time i.e. the company
diversify into new products or close down business in some areas etc.
4. Demographic changes
Demographie changes refer to things referring to age, population, composition
of work fo etc. A number of people retire every year. A new batch of graduates
with specialization turns out every year. This can change the appointment of the
removal in the company,
5. Shortage of skill due to labour turnover
Industries having high labour turnover rate, the HRP will change constantly is
many new appointments will take place. This also affects the way HRP is
implemented.
6. Multicultural workforce
Workers from different countries travel to other countries in search of job.
When a company plans it's HRP it needs to take into account this factor also
7. Pressure groups
Company has to keep in mind certain pleasure. Groups like human rights
activist, woman activist, media etc, as they are very capable for creating
problems for the company, when issues concerning these groups arise,
appointment or retrenchment becomes difficult.
8. Present Workforce
Taking into account of the existing workforce is the basic factor of Manpower
Planning and is the initial point of all planning force. To analyze the existing
people resource inside an organization, one must study the position of total
available manpower by dividing it into group on the basis of function,
occupation, level of skill or qualification.
9. Wastage
For a good planning, appropriate adjustment in the present workforce should be
made for the possible wastage of man power caused by any foreseeable changes
in the organization. In order to analyze the wastage of manpower, rate of labor
turnover and the period of active management, the work should be studied.
10. Future Human Resource Requirement
After evaluating the present workforce and analyzing the factors of wastage,
one may quie easily assess the future requirement of human resource.
STEPS INVOLVED IN HR PLANNING PROCESS
Step 1: Organization goods
In this first step organization review their goods like business properties, budget
allocation influence of government policies on the organization. In their aspects
organization should have clee idea.
Step 2: Observe the environment
In this stage organization should identity the internal and external factor that
could effect organization capacity to meet its goals / objectives.
Step 3: Identify the gaps
Basing on the Step 1 and 2 organization should determine its current and future
human resources needs. Identify possible skills shortages in specific areas or
potential need for new skills. In this stage organization should identify
succession planning and management. Organization should consider
employment equity, training opportunities, values and ethics.
Step 4: Develop the plan
In this step organization determine major human resources priorities and the
strategies to achieve the desired outcomes. At includes human resources
priorities and key planning issues in the organization.
Step 5: Evaluate the HR plan programme
The human resource plan is a continuous one. The key to successful
implementation is constantly evaluate, monitor and report the progress and
respond to changing circumstances organization establish a process that allow
for regular review adjustments and communication of changes.
Meaning:
Job Analysis is the process of establishing job related factors that the incumbent
needs to perform at the workplace. It identifies the tasks, responsibilities and
duties involved in the job.
NEED FOR JOB ANALYSIS
1. Organizational structure and design
With the help of job analysis, an organization is able make some key changes in
its structure in order to achieve some specific requirements. It can be done with
the help of addition and deletion of some tasks from various jobs.
2. Recruitment and selection
Planning of the future human resource can be easily done by organizations with
the help of better job analysis. It provides necessary data required for the
selection and recruitment of right persons for the right jobs.
3. Performance appraisal and training/development
With the help of job requirements that are identified in job analysis, companies
can easily prepare a training program for their employees. Training program is
conducted in those fields which might employees to improve their overall
performance during the operation of their duties.
SCOPE OF JOB ANALYSIS
1. Recruitment and Selection
Job Analysis helps in determining what kind of person is required to perform a
particular job It points out the educational qualifications, level of experience
and technical, physical, enctional and personal skills required to carry out a job
in desired fashion. The objective is to fit a right person at a right place.
2. Performance Analysis
Job analysis is done to check if goals and objectives of a particular job are met
er not. It helps in deciding the performance standards, evaluation criteria and
individual's output.
3. Training and Development
Job Analysis can be used to assess the training and development needs of
employees. The difference between the expected and actual output determines
the level of training that need to be imparted to employees.
4. Compensation Management
Of course, job analysis plays a vital role in deciding the pay packages and extra
perks and benefits and fixed and variable incentives of employees.
5. Job designing and Redesigning
It helps in designing, redesigning, enriching, evaluating and also cutting back
and adding the extra responsibilities in a particular job. This is done to enhance
the employee satisfaction while increasing the human output.
Observation method
1. Direct observation
This form is based on analysis of job in order to observe and make records of
behaviors events activities tasks duties when something is happening
2. Work methods analysis
The form of analysis on work methods is applicable to describe manual and
repeated manufacturing jobs, for example the jobs of assembly-line. Such
analysis on work methode consists of analysis of time, motion study and micro-
motion
3. Critical Incident Technique
The method of critical incident technique is applied to discover behaviors
towards working which can help classify performance into good and bad level.
B. Interview Method
This tool is considered to be very useful to analysis of jobs. In which questions
are given to both incumbents and supervisors under such form of individual or a
group, Interview consists of structured Interviews, unstructured interview, open-
ended questions.
C. Questionnaire Methods
Questionnaire methode inchude 6 techniques as follower
1. Position Analysis Questionnaire (PAQ model)
The model of PAQ is a technical questionnaire to analyze jobs. In 1972,
McCormick, Jeanerette, and Mecham (1972) developed this technique which is
a structured instrument of job analysis to measure characteristics of job and then
associate them with characteristics of human Such technique includes 195 job
elements that describe generic human behaviors during working
2. Functional job analysis (FJA model)
There are 7 scales of the technique that measure: 3 worker-function scales:
measure % of time spent with: data, people, things, I worker-instruction scale, 3
scales that measure reasoning, mathematics, language3.
3. Work Profiling System (WPS model)
The method of Work Profiling System is a technique of questionnaire to analyze
jobs. The technique makes use of a computer-administered system and
discovered by Saville and Holdsworth, Ltd.
4. MOSAIC model
The model of MOSAIC is a technique used to analyze jobs by gathering
information from both incumbents and supervisors. The model includes 151 job
tasks which are ranked based on the level of importance to make sure that job
performance is maintained efficient and 22 capacities which are ranked based
on the level of importance and also necessary effectiveness at entry.
5. Common Metric Questionnaire (CMQ model)
There are 42 general questions in the background section, 62 questions on
contacts with people and 80 questions relating to decision-making, 53 questions
of activities in terms of both physical and mechanical and 47 questions on
setting of work.
6. Fleishman Job Analysis System (FJAS model)
It includes 52 cognitive, physical, psycho-motor and sensory ability, each of the
categories consists of two parts an operational and differential definition and
a grading scale.
D. Other Methods
1. Task Inventory
Indeed, a task inventory lists all discrete activities which create a certain job or
certain company.
2. Job element method
This style is somehow similar to the method of critical incident technique. The
method concentrates on behaviors during working and such consequences that
the behaviors bring about more than look at abstract characteristics.
3. Diary method
The method of diary is considered to be a very useful tool to analyze jobs. In
this method, jobs are assessed thanks to workers' daily records or their lists of
activities that they practice day by day.
4. Checklists and rating scales
Many questions can be raised, such as working purposes, key roles and
responsibilities, organization; relationships; decision making; authority; Skills,
knowledge, experience; working conditions.
5. Competency profiling
This form of job analysis is an activity that determines certain capacities which
are characteristics of high levels of performance in a certain job. It includes
skills, knowledge, capacities, values, interests, personalities.
6. Examining Manuals/reference materials
In analyzing jobs, the analysts use manuals/ or materials of reference including
quality manual, human resource manual, procedures, instruction, forms, job
description.
7. Technical conference
This tool is of great usefulness in analyzing jobs based on Subject Matter
Experts (SMEs). SMEs will implement sessions of brainstorming to discover
elements of jobs. In this method, SMEs can apply a full mix of all methods of
job analysis.
8) Threshold Traits Analysis System (TTAS model)
In 1970, Felix Lopez developed the model of Threshold Traits Analysis System
(TTAS model). The model includes a standard set of 33 traits in which ability
traits are "can do" factors while amitudinal traits are "willing to do" factors.
E Combination of Methods
In process of analyzing jobs, experts can apply or make a mix of all methods to
gather information relating to job. Take an instance, whenever direct
observation is used, interviews are used at the same time.
The information collects under job analysis is:
i) Nature of jobs required in a concern.
ii)Nature/ size of organizational structure.
iii) Type of people required to fit that structure.
iv) The relationship of the job with other jobs in the concern.
v) Kind of qualifications and academic background required for jobs.
vi) Provision of physical condition to support the activities of the concern. For
example: separate cabins for managers, special cabins for the supervisors,
healthy condition for workers, and adequate store room for store keeper.
MEANING OF JOB DESIGN
Job design refers to the arrangement of contents, methods and relationship of
jobs in order to persuade technological and organizational requirements as well
as the social and personal requirements of the candidate.
TECHNIQUES OF JOB DESIGN
1. Job simplification
Job simplification is a design method whereby jobs are divided into smaller
components and subsequently assigned to workers as whole jobs.
2. Job enlargement
Job enlargement expands a job horizontally. It increases job scope; that is, it
increases the number of different operations required in a job and the frequency
with which the job cycle is repeated.
3. Job rotation
Job rotation refers to the movement of an employee from one job to another.
Jobs themselves are not actually changed, only the employees are rotated among
various jobs. An employee who works on a routine job moves to work on
another job for some hours/days/months and returns back to the first job.
4. Job enrichment
The basic idea is to restore to jobs the elements of interest that were taken away
under intensive specialization. Job enrichment tries to embellish the job with
factors that Herzberg characterized as motivators: achievement, recognition,
increased responsibilities, opportunities for growth, advancement and
increased competence.
Meaning of Recruitment:
Recruitment is the process of attracting potential employees and inspiring them
for applying job in an organization. This is the process by which organizations
locate and attract individuals to fill job vacancies.
Process/method of recruitment
1. Direct Method
Under the direct method, the organizations locate and attract individuals to fill
job vacancies through their own personnel. They send their employees to
colleges, universities and institutions for technical education. Most college
recruiting is done in co-operation with the placement office of college.
2. Indirect Method
Indirect method involves mostly advertising in newspaper, on the radio, FM-91,
in trade and professional journals, technical magazines and over internet.
3. Third Party Method or Recruitment Process Outsourcing
Recruitment Process Outsourcing is a process of recruitment under which an
employer outsources or transfers all or part of its recruitment activities to an
external service provider.
A. TRADITIONAL SOURCES OF RECRUITMENT
Internal Source of Traditional Recruitment
1. Present Permanent Employees
Organizations consider the candidates from this source for higher level jobs due
to availability of most suitable candidates for jobs relatively or equally to the
external source to meet the trade mion demands and due to the policy of the
organization to motivate the present employees.
2. Retrenched or Retired Employees
Generally, a particular organization retrenches the employees due to lack of
work. The organization takes the candidates for employment from the
retrenched employees due to obligation, trade union pressure and the like.
Sometimes the organizations prefer to re-employ their retired employees as a
token of their loyalty to the organization or to postpone some interpersonal
conflicts for promotion etc.
3. Dependents of Deceased, Disabled, Retired and Present Employees
Some organizations function with a view to developing the commitment and
loyalty of not only the employee but also his family members and to build up
image and provide employment to the dependent(s) of the deceased, disabled
and present employees. Such organization finds this as an effective source of
recruitment.
4. Previous Applicants
Although not an internal source in the true sense, those who have previously
applied for jobs can be contacted by mail. This is a quick and an inexpensive
way to fill an unexpected vacancy. This is a very suitable method for filling the
professional openings.
Advantages of Internal Source of Traditional Recruitment
(1) Gives existing employees greater opportunity to advance their careers in the
business.
(2) May help to retain staff who might otherwise leave.
(iii)Requires a short induction training period.
(iv) Employer should know more about the internal candidate's abilities.
(v) Usually quicker and less expensive than recruiting from outside.
Disadvantages of Internal Source of Traditional Recruitment
(1)Limits the number of potential applicants for a job.
(ii) External candidates might be better suited/qualified for the job.
ii) External Sources of Traditional Recruitment
1. Professional Agencies
Professional agencies maintain complete bio-data of the members who have
registered in their particular concerns. These agencies further supply these bio-
data of the required eligible candidates to those organization who are in
demand.
2. Advertisements
These are the best method of recruitment. It is especially useful for recruitment
of persons for higher and experienced jobs. The advertisements are given in
local or national press, trade, or professional journals. The requirements of jobs
are given in the advertisements.
3. Employment Exchanges
These are run by government and also act as a source of recruitment.
Unemployed persons get themselves registered with these exchanges. The
vacancies may be notified with the exchanges, whenever there is a need. The
exchange supplies a list of candidates fulfilling required qualifications.
Exchanges are a suitable source of recruitment for filling unskilled, semi-
skilled, skilled and operative posts. The job seekers and job-givers are brought
into contact by the employment exchanges.
4. Campus Recruitment
It is seen that some of the top companies' recruiters are bound to recruit a large
number of candidates from these institutes every year. Campus recruitment is so
much sought after by the recruiters that each college, university or institute
needs to have a placement officer to etc.
5. Trade Unions
As such, the trade union leaders are aware of the availability of candidates. In
view of this fact and in order to satisfy the trade union leaders, the management
enquires trade unions for suitable candidates.
6. Casual Applicants
Depending upon the image of the organization, its prompt response,
participation of the organization in the local activities, level of unemployment,
candidates apply casually for jobs through mail or handover the applications in
the personnel department.
7. Data Banks
The management can collect the bio-data of the candidates from different
sources like employment exchange, educational training institutes, candidates
etc, and feed them in the computer. It will become another source and the
company can get the particulars as and when it needs to recruit.
B. MODERN SOURCES OF RECRUITMENT
Internal Sources of Modern Recruitment
1. Employee Referrals
Present employees are well aware of the qualifications, attitudes, experience and
emotions of the friends and relatives. They are also aware of the job
requirements and organizational culture of their company.
2. Promotions
Promotion is advancement of an employee to a better job, better opportunity,
better in terms of greater responsibility, more prestige, greater skill and
especially increased salary.
3. Transfers
"Transfer" is a term which is used for shifting a person from one position to
another in the same category of job or on promotion to a higher level job or
activity. It is a "lateral shift causing
External Sources of Modern Recruitment
1. Walk-In
The busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment. Therefore, they advise the potential
candidates to attend for an interview directly and without a prior application on
a specified date, time and at a specified place. The suitable candidates would be
selected after screening the candidates through tests and interviews.
2. Consult-In
The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs.
3. Head-Hunting
The company's request the professional organizations to search for the best
candidate's particularly on the senior most positions. The professional
organizations search for the most suitable candidates and advise the company
regarding filling up of the positions.
4. Body Shopping
Professional organizations and the hi-tech training institutes develop the pool of
human resources for the possible employment. The prospective employers
contact these organizations to recruit the candidates. Otherwise, the
organizations themselves approach the prospective employers to place their
human resources. Body shopping is also known as employee leasing activity.
5. Mergers and Acquisition
Business alliances like acquisitions, mergers, and take over help in getting
human resources. In addition, the companies do also have alliances in sharing
their human resources on ad-hoc basis.
6. Outsourcing
These organizations do not utilize the human resource instead they supply
human resource to various companies based on their needs on temporary or ad-
hoc basis. This arrangement is known as Outsourcing.
7. Customers
Loyal customers are pleased with the organization's product or services. To
some extent they have made a commitment to the organization, and might be
familiar with the culture, the responsibilities of some of the jobs and the
working conditions.
8. Suppliers and Competitors
Employees of suppliers and competitors are often good sources of applicants.
They are familiar with the industry and frequently familiar with the organization
itself.
9. Professional and Trade Associations
Virtually all professional and trade associations provide placement services for
their members and allow employers to post job openings on their website,
typically for a fee.
10. Job Fairs and Special Events
Job fairs held by other organization-for example, the local chamber of
commerce tend to attract a wide variety of applicants and might provide the
organization with numerous recruiting leads and applicants.
11. Internet
The Internet has opened up all sorts of possibilities and associated challenges in
recruiting provides access to a worldwide population of potential applicants.
There are essentially three man sources of applicants using e-recruiting:
commercial job boards, professional/trade associa websites, and the employer's
website. Many organizations have successfully used commercial
SELECTION
Meaning
Selection is the process of assessing the candidates by various means and
making a choice followed by an offer of employment. Selection can be
conceptualized in terms of either choosing the fit candidates, or rejecting the
unfit candidates, or a combination of both
Process of selection./;
1. Understand the Job
understanding of the job and the traits that differentiate successful performance
on the job. You can either conduct a job analysis internally, or partner with
experts in the field that specialize in developing employee selection systems.
2. Develop a Process and Use it consistently
Determine the best means to measure the most critical traits, preferably through
multiple means of measurement. The traits of interest should help dictate the
types of selection tools that are of most interest, along with other considerations
such as the efficiency of the process, candidate perceptions, and fairness.
3. Identify Valid Tools
Ensure that the seinction tools you utilize are job relevant and related to
successful job perfirmance (vulidation). There are numerous ways to examine
validation evidence for any given selection tool, and this is a step where you
could engage a consulting firm, if you wish
4. Train HR Staff
Ensure that individuals involved in the selection process are trained, including
interviewers, test proctors, and administrators. The majority of selection
systems utilize some form of an
5. Monitor Your Process
Monitor your selection systems on-going for process enhancements, examining
pass rates, efficiency, accuracy, and fairness. As positions evolve in your
organizations, so should the selection processes. And, given the criticality of
selection processes, it's important to look for process improvements on-going
Step in selection process
Step-1: Job Analysis
A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes and work environment of a
particular job. Selection influenced by several external and internal
environmental factors.
Step-2: Preliminary Interview (Screening Applications)
Initial screening is done to weed out totally undesirable/unqualified candidates
at the outset. It is essentially a sorting process in which prospective candidates
are given the necessary information about the nature of the job and the
Organization
Step-3: Selection Test.
A selection test is a systematic and standardized procedure of sampling human
behaviour in order to obtain qualified applicants for organizational activities. It
is used to assess the ability, aptitude and personality of prospective candidates.
Step-4: Employment Interview
Interview is an essential element of selection and no selection procedure is
complete without one or more personal interviews, where the information
collected through application letter or application forms and tests can be cross-
checked in the interview, where candidates demonstrates their capabilities and
strength in relevant to their academic credentials.
Step-5: Reference Checks
The applicant is asked to mention in his application form, the names and
addresses of two or more persons who know him well. These may be his
previous employers, heads of education institutions or public figures.
Step-6: Physical Examination
The result of medical fitness test Is recorded in a statement and is maintained as
a recod.
Step-7: Job Off
A person who has successfully passed all the above steps will be offered a job.
A letter of selection will be sent to him with a date on which he is supposed to
report in case ho accepts the offee
Step- 8: Employment Contract
This is written contract of employment to be given to those candidates who
accept the job offer Certain documents need to be executed by the employer and
the candidate.This form contains certain vital details about the candidate which
are authenticated and attested by howher. The iskemation in this contract varies
with the job.
Step-9: Evaluation of Selection Procedure
The organization should have a committee to find out whether the adopted
selection procedure is helping the organization in getting committed, competent
and talented workforce or not
Step-10: Placement
The organization has to place the selected candidate, once he reports to duty.
The candidate will be waived in the job during the training or probation period.
The final placement of the candidate is decided only after the probation or
training period is over. The probation period is between 6 months to 2 years.
Types of selection
1. Screening/Initial Selection
Screening or initial selection is the first step in the recruitment process where a
company reviews the job applications and resumes to shortlist candidates who
meet the basic qualifications and job requirements. This stage helps identify
individuals who should move forward to the next stages of the hiring process.

2. Pre-Employment Testing
Pre-employment testing involves evaluating candidates through various tests
that assess their skills, abilities, knowledge, and personality traits. These tests
help employers determine if the candidate is capable of performing the job
effectively.
3. Interviews
Interviews are formal discussions between an employer and a candidate where
the employer asks questions to evaluate the candidate's qualifications,
experience, personality, and suitability for the role.
4. Assessment Centers
Assessment centers are a comprehensive selection method in which candidates
are evaluated using a series of exercises, group tasks, and simulations. These
exercises test a candidate's job-related skills, decision-making, teamwork,
leadership, and other qualities.
5. Background Checks and References
Background checks and references involve verifying the information provided
by the candidate, such as employment history, educational qualifications,
criminal records, and checking references from previous employers or
colleagues
6.Job Trials/Internships
Job trials or internships involve candidates working on a temporary basis or
through a probationary period to demonstrate their skills and performance in a
real job environment. This period allows both the employer and the candidate to
evaluate their fit for the position.
TYPES OF SELECTION TESTS
1. Aptitude Tests
Aptitude tests are designed to assess a candidate's ability to learn, reason, and
solve problema These tests often evaluate logical reasoning, numerical ability,
verbal ability, and spatial awareness.
2. Personality Tests
Personality tests assess an individual's traits, behaviors, and preferences. These
tests are often used to determine how well a candidate will fit within a specific
work environment or organizational culture.
3. Skill-based Tests
Skill-based tests measure a candidate's proficiency in specific job-related skills,
such as typing, coding, or operating machinery. These tests are designed to
assess the technical abilities that are required for a particular role.
4. Psychometric Tests
Psychometric tests are designed to measure candidates' mental abilities and
personality traits. These tests assess a wide range of psychological factors, such
as intelligence, emotional intelligence, cognitive abilities, and motivation.
5. Situational Judgment Tests (SJTS)
Situational Judgment Tests present candidates with hypothetical, job-related
situations, asking them how they would handle the scenarios. These tests assess
a candidate's problem-solving, decision-making, and interpersonal skills.
6. Integrity Tests
Integrity tests assess a candidate's honesty, ethics, and adherence to moral
principles. These tests are often used to evaluate the likelihood of a candidate
engaging in dishonest or unethical behaviours.
7. Knowledge Tests
Knowledge tests evaluate a candidate's understanding and familiarity with
specific subject matter or technical knowledge required for the job. These tests
focus on the factual knowledge that is relevant to the role. To assess whether a
candidate has the essential knowledge base for a given position.
TYPES OF INTERVIEWS
1. Structured Interviews
Structured interviews follow a set format where all candidates are asked the
same predefined questions in the same order. The questions are designed to
evaluate specific job-related criteria. To ensure consistency and fairness in the
evaluation process, reducing interviewer bias and providing a standardized way
to assess candidates.
2. Unstructured Interviews
Unstructured interviews are more conversational and flexible, with no set list of
questions. The interviewer may ask questions based on the candidate's
responses, allowing for a free-flowing discussion. To gather insights into the
candidate's personality, motivations, and thought processes, providing a less
formal and more in-depth view of the candidate.
3. Behavioral Interviews
Behavioral interviews focus on how a candidate has handled specific situations
in the past. The interviewer asks the candidate to provide examples of how
they've demonstrated key competencies, using a format like the STAR method
(Situation, Task, Action, Result).
4. Situational Interviews
Situational interviews involve asking candidates how they would handle
hypothetical, job-related situations. The goal is to assess problem-solving skills,
decision-making abilities, and how the candidate approaches challenges.
5. Panel Interviews
Panel interviews involve multiple interviewers (usually from different
departments or levels of the organization) who ask questions to the candidate.
The candidate must respond to each interviewer, often in a group setting.
6. Group Interviews
Group interviews involve multiple candidates being interviewed
simultaneously. The interview may include group discussions, role-playing
activities, or collaborative problem-solving tasks to assess how candidates
interact with others and demonstrate leadership, teamwork, and communication
skills.
PLACEMENT
Placement may be defined as the determination of the job to which an accepted
candidate is to be assigned and his assignment to that job. A proper placement
of worker reduces employee turnover, absenteeism and accident rates and
improves morale

IMPORTANCE OF PLACEMENT
a) Employee Satisfaction: Proper placement leads to increased job satisfaction
because the employee is more likely to feel competent and fulfilled in a role that
matches their skills
b) Productivity: When employees are placed in positions that align with their
strengths, they are likely to be more productive, leading to higher performance
and results.
c) Retention: Effective placement reduces turnover rates because employees are
more likely to stay with a company where they feel they are suited for their job
and have a positive experience.
d) Organizational Growth: By ensuring the right people are in the right roles,
placement contributes to the overall growth and success of the organization.
ASPECTS OF PLACEMENT
1. Job Matching: The primary goal of placement is to match the skills,
qualifications, and abilities of the candidate to the needs and demands of the
job. Proper job matching ensures that the employee can perform the job
efficiently and effectively.
2. Orientation: Upon placement, employees are often provided with an
orientation program to introduce them to the company culture, the team, the
specific job expectations, and the tools/resources available to them. Orientation
helps in smooth integration into the company.
3. Role and Responsibility Clarification: Clear communication of the job role,
expectations, and performance goals helps the employee understand what is
expected of them and the importance of their role in the organization.
4. Monitoring and Support: After placement, the new employee's performance is
monitored to ensure they are adjusting to the role. Continuous support and
feedback help employees settle into their positions and make
necessary improvements.
Problems in Placement
(i) Expectation of the employee: If employee expectation of high salary,
independent and challenging works is not matched, the employee finds himself
misfit for the job.
(ii) Job expectations: Sometimes the abilities or skill of the employees will be
lower than the job assigned to them. The HR manager finds the mismatch
between the employee and the job.
(iii) Technological Changes: The technological changes bring radical changes in
the job. These changes result in mismatch between the job and the employee.
(iv) Changes in the structure of organization: Strategies like mergers,
acquisition, downsizing brings changes in the organization structure and thereby
in the jobs. Again, there is a misfit between the employee and job.
v) Psychological and social factors: Psychological and social factors involved in
team work result in mismatch.

MEANING OF ON-BOARDING
On-boarding refers to the process of integrating a new employee into an
organization, helping them adjust to the company culture, understand their job
responsibilities, and become familiar with the tools and systems they will use. It
is a comprehensive process designed to ensure that new hires feel welcomed,
supported, and prepared for their role within the company.
On-boarding is the process through which new employees are integrated into
an organization.
PURPOSE OF ON-BOARDING
1. Introduction to Company Culture: On-boarding helps new employees
understand the organization's values, mission, and workplace culture, ensuring
they feel connected to the company's purpose and environment.
2. Clarification of Job Expectations: It ensures that new employees clearly
understand their job roles, responsibilities, goals, and performance expectations
from the outset.
3. Familiarization with Tools and Resources: On-boarding provides new hires
with the necessary tools, technology, and resources to perform their jobs
effectively, ensuring they are equipped to succeed.
4. Integration into the Team: It promotes social connections by introducing new
employees to their colleagues and supervisors, fostering a sense of belonging
and teamwork.
5. Compliance and Legal Requirements: On-boarding ensures that new
employees are informed about company policies, legal requirements, safety
procedures, and other compliance-related matters.
6. Increased Productivity: A structured on-boarding process helps employees
become productive more quickly by providing them with the knowledge and
skills they need to perform their tasks efficiently.
7. Higher Employee Retention: Proper on-boarding can improve job satisfaction
and employee engagement, leading to better retention rates as new hires feel
supported and valued.
8. Reduction of Employee Anxiety: On-boarding eases the transition into a new
job, reducing uncertainty and anxiety by clarifying expectations and
providing support
COMPONENTS OF ON-BOARDING
1. Pre-Onboarding
a) Before the First Day: It includes activities like sending welcome emails,
preparing workstations, setting up accounts, and providing first-day schedules.
b) Paperwork and Compliance: Completing necessary administrative tasks such
as signing contracts, tax forms, benefits enrollment, etc.
2. Orientation
a) Company Introduction: New employees are introduced to the organization's
history, culture, mission, and key personnel.
b) Workplace Tour: Physical or virtual tours of the office space, introducing key
locations, departments, and safety protocols.
c) Role-Specific Training: Training related to the specific duties, tasks, and
expectations of the employee's role.
3. Integration
a) Mentorship or Buddy System: Assigning a colleague or mentor to help guide
the new employee during the first few weeks or months
b) Team Integration: Helping new employees meet their team members and
understand how they fit into the team's dynamic and goals.
c) Continuous Feedback: Offering regular feedback sessions to address any
questions, challenges, or concerns new employees may have.
4. Technology Setup
a) Tools and Software: Providing access to necessary systems, tools, and
software to ensure the employee can begin working immediately.
b) Training on Internal Tools: Teaching how to use internal platforms,
communication tools, project management software, etc.
5. Evaluation and Feedback
a) Post-On-boarding Evaluation: Collecting feedback from new employees on
their on-boarding experience to assess effectiveness.
b) Follow-Up Check-ins: Regular follow-up to ensure employees are settling
into their roles and to address any issues or concerns that may arise.
Benefits of effective on-boarding
1.Higher Retention Rates: Employees who experience a positive and thorough
on-boarding process we more likely to stay with the company long-term.
2. Increased Productivity: Proper on-boarding helps employees become
productive faster as they understand their roles, tools, and expectations early on.
3. Employee Engagement: On-boarding programs that focus on culture, support,
and communication. contribute to higher employee engagement and job
satisfaction.
4. Better Cultural Fit: On-boarding helps new employees align with the
company's values and culture, improving team dynamics and work
environment.
5. Reduced Turnover: Effective on-boarding can decrease turnover by
addressing the potential causes of early resignation such as feeling unprepared,
unsupported, or disconnected from the team.
Problems faced in on-boarding
1. Lack of Clear Structure: Unorganized or inconsistent on-boarding processes.
2. Poor Communication: Insufficient communication between HR, managers,
and employees.
3. Lack of Engagement: On-boarding programs that fail to engage or connect
new hires.
4. Inefficient Technology: Problems with outdated or poorly integrated
technology tools.
5. Failure to Address Company Culture: Not emphasizing the company's values
and culture.
6. Inadequate Role-Specific Training: Lack of detailed training for specific job
responsibilities.
7. Limited Support or Mentoring: Insufficient guidance and mentoring for new
hires.
8. Remote On-boarding Challenges: Difficulties with integrating remote
employees into the team.
9. Lack of Follow-Up: Absence of continued support and feedback after on-
boarding.
10. Disconnection from Team or Vision: New employees feeling disconnected
from their team or company goals.