(2PGDMQF08)

PGDMQF-Trimester-2

Topic Description: Job Analysis – Job Description and Job Specification, Recruitment
Selection, HRP and Layoffs

Unit No: 2
INTRODUCTION

Human resources are the key factor in the effective functioning of any organization. Of all the
tasks of management, managing the human component is the central and most important task
because all else depends on how well it is done. One of the most essential functions of a manager
is to provide and coordinate an organization's human resources. The various jobs associated with
the HRM are: Manpower planning, job analysis, job description, recruitment, motivation, training,
etc.

Concept of Human Resource Planning

The process of acquiring, employing, appraising, remunerating, and retaining people so that the
right type of people are available at the right positions and at the right time in the organization is
called human resource planning. It relates to the employment of all personnel - managerial and
operative - in the organization. It also includes a variety of activities through which the
organization tries to ensure that various positions remain filled by the most suitable personnel.
Planning includes determination of desired goals and objectives within a time phased, keeping in
view the organization's future growth and development. It also includes an assessment of the future
regarding environmental changes, professional trends, technological advances, and their influence
on all aspects of development.

Need and Purpose of Human Resource Planning

Human resource planning is essential for more effective and efficient use of human resources. It
is also essential to evolve more satisfied and better developed employees. Recruitment scheduling,
selection of candidates to match the requirements, deployment and related placement decisions
cannot be properly done if there is no planning of human resources. A plan serves as a guide in all
the activities that constitute personnel management. Planning leads to great satisfaction among the
staff, lower absenteeism, fewer breakdowns, and better quality of work. Despite best planning,
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sometime unexpected problems creep up at the stage of implementation. There is always a
provision for re-routing and re-structuring the plan activities when there is an emergent situation
to handle. This deliberate provision is essential to keep the target to be achieved on schedule,
without abandoning any well-conceived activity of the organization.
Methods and Techniques of Human Resource Planning Human resource planning is a process
whereby courses of action are determined in advance and continually updated with the aim that
the “Library is a growing organism” and it will grow in terms of building, services, equipment and
reading material or the sources of information. New developments, new techniques, new systems,
new generation of information technology and new data bases/data banks will creep in. All 5 this
will require additional staff, updating of training and skills of the existing staff and new positions
in the libraries in the near future. Keeping in view the above-mentioned factors, the following
methods and techniques of human resource planning can be undertaking:

1. Estimating for human resources

First, the staff requirement for the present would be calculated. Therefore, estimates for the
near future, i.e., the next 5 to 10 years would be made, considering the overall objectives of
the organization concerned. Employment planning can be done using the following
techniques:

Expert -Estimate Technique: According to this technique, the opinion of the experts is
invited based on their personal experience. This technique can be more effective if experts
use the 'Delphi Technique', which is a set of procedures to obtain the most reliable
consensus of a group of experts. The questionnaires are sent to the experts for this purpose
and personal contact is avoided for obvious reasons. The estimates suggested by various
experts are tabulated and the average number is then used for the forecast.

Trend Projection Technique: According to this technique, the trend of services and staff in
the past is considered. Staff strength can be matched against the staff involved in the work.
Staff strength can be projected from past experience. Thus, appropriate estimates can be
prepared with reference to the number of people required to perform different functions.

Modeling Technique Staff requirements can also be estimated using the most sophisticated
forecasting and modelling techniques. Trend projections are based on relating a single factor or
multiple factors. Mathematical models are designed on these relationships. Estimates are
projected, using methods such as 'Markov Model' and analytical formulations such as regression
analysis.
Unit Demand Forecasting Technique This technique is a bottom-up approach to forecasting staff
estimates. The top management sums up the units forecast to project the total employment forecast.
By analyzing the present and future requirements of the job as well as the skills of the incumbents,
this method focuses on the quality of staff.
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 After the estimates of the staff are prepared, the next step is to determine the quality and
availability of those staff members who are working presently in the organization. Skill inventory
is used for analyzing the existing internal staff. Skill inventory is a list of names, skills and
characteristics of the people already working in the organization. This way, additional staff
required in the near future are calculated and estimated.

2 Induction and deployment

After the staff is recruited in the organization, the first phase of induction is an ‘Orientation
programme’ of the new incumbents. They are oriented with the colleagues, system, facilities,
procedures, and rules of the organization. The questions of the new incumbents are answered, and
they are familiarized with the working of the organization. The second phase of induction is
performed by the immediate in-charge or supervisor, who explains the environment, work culture,
expectations from the new incumbents and related issues. Acquaintance with other units or
sections or departments of the organization is also given personally. This way orientation of the
entire organization is given in detail. This initial induction to the new staff members pays rich
dividends to the organization.

3. Training and development This is the most vital component of personnel planning and
development. The training can be of many types, such as general orientation courses, short–term
courses, workshops, in–service training courses, refresher courses, continuing education
programmes, etc. of varying durations. These should be organized occasionally after regular
intervals. New techniques, new methods and new developments should be taught to the
employees.
4 Communication There are many methods of communication between the staff. Oral
communication is more informal, which includes meetings, discussions, and suggestions. Written
communication is also significant, which includes house bulletins, reports, e-mails, etc. Effective
communication with the staff leads to cooperation, coordination, cohesiveness, confidence and
understanding. It leads to a healthy environment and tangible results. Thus, the steps involved in
human resource planning include estimating the manpower needs for the present as well as for the
future, using well recognized techniques. New techniques, developments and systems should be
considered while planning human resources. Induction of new staff is essential. Staff skills can be
enhanced through in-service training and ensuring quality products and services. Retuning the
organization at regular intervals is equally important. If these steps are taken, the organization will
lead to efficiency and satisfaction of the clients.

Recruitment

Edwin Flippo defined” Recruitment as the process of searching for prospective employees and
stimulating them to apply for jobs in the Organization.” Recruitment involves assessing the
available vacancies and making suitable arrangements for their selection and appointment.
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 Types Of Recruitment Sources
In human resources management, two main areas comprise the source of recruitment:
Internal recruitment sources
Internal recruitment sources are a company's existing employees who can perform the available
job. These recruits are less expensive to hire and more convenient to recruit because they come
from the organization's qualified workforce. The human resources (HR) personnel can share
information about the job title, duties, work experience and educational qualifications with the
current employee. They usually do this internally via phone calls, email, noticeboard messages
and website postings. Typically, HR professionals include contact details and encourage
employees to apply so that they can put them on an interview shortlist. Some types of internal
hiring in organizations include the following:
Promotion: The organization might offer qualified employees a higher-ranking role in the same
department or a different one with more duties, responsibilities and a salary increase. Since a
promotion means a better job status and benefits, it motivates employees to be more diligent and
productive.
Transfer: The organization may move an employee from one department to work in another. It
could also transfer an employee to a branch office in another city or country.
Freelance and former employees: The organization might offer a full-time position to a freelancer
already working for it. It could also hire former or retired employees who want to work part-time
or full-time.
Employee referral scheme: The organization may screen current employees and refer qualified
candidates for available positions. Existing employees might receive bonuses or other rewards for
making referrals.
External recruitment sources
External recruitment sources refer to a group of candidates from outside the company who might
fit the vacant role. Organizations develop a recruitment budget to find, screen and interview
candidates from various external sources. After hiring new talent, an organization typically offers
an orientation or training programme to help the new employee understand their role and teach
them to manage their work responsibilities. Some types of external hiring in organizations include
the following:
Advertisements: The organization advertises available job positions on its website, social media
platforms, professional networking sites, job sites and newspapers. The job advertisements may
be for freshers, mid-level, or senior-level employees.
Employment agencies: Private sector and government employment agencies often provide in-
person and online job search services to qualified candidates. In addition to informing candidates

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of available positions that match their qualifications and work experience, these agencies may offer
resume and interview tips.
Employment sites: Many online employment sites list available jobs from companies across
industries. People can create personal profiles on these sites, upload their resumes, select the types
of jobs they want, get job notifications, and send applications.
Campus selections: Organizations conduct campus selection drives at various educational
institutions to recruit final-year students for available positions. They may offer the students
internships before graduation and jobs afterwards.
Employee recommendations: Existing employees may recommend the organization to qualified
family members, friends, and acquaintances by informing them of open positions and encouraging
them to apply.
Labour union recommendations: Organizations from unionized industries such as hotels,
construction, retail, textiles, finance, and insurance may hire recruits from labor union
recommendations.
Employment enquiries: Skilled, semi-skilled or unskilled candidates may present themselves at
the organization to enquire about available work. A manager might hire them according to their
abilities.
Walk-in interviews: Some organizations might have walk-in interview policies that enable
talented candidates to apply without a formal interview appointment.
Labour contractors: Organizations may pay commissions to labor contractors when hiring semi-
skilled and unskilled employees to ensure they can maintain an adequate workforce.
Public talks, appearances, and posts: An organization might conduct public lectures, talk show
appearances and social media posts by senior executives and other employees to inform potential
candidates about its business work culture and available opportunities. These posts encourage
people to apply for open positions.
Trade shows: An organization might participate in trade shows to inform the public about its
products and services and attract recruits.
Indirect sources: Articles, books and documentaries about an organization's achievements can
work as indirect recruitment sources by showing interested candidates that an organization is
successful and a great place for career advancement.
Files of past applicants: Organizations may maintain files of past applicants and contact them
when they have suitable job openings.

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There are many advantages to internal recruitment sources, such as:
Cost-effectiveness: It is more cost-effective for organizations to hire internally since it is not
necessary for them to spend money on advertising, performing background checks or arranging
interviews.
Time efficiency: By hiring internally, HR personnel can save time they may have spent reading
thousands of job applications, short-listing candidates, and emailing and setting up interviews.
Adaptability: When organizations hire internally, employees are already familiar with the
organizational structure, culture, and business. This knowledge reduces the need for induction or
training to adapt to the new position and working conditions.
Improved morale: Employees may feel more valued when they receive opportunities to move to
different or higher-paying positions within an organization. The opportunity to progress in their
careers may improve their morale, engagement, and productivity.
Increased self-improvement: Employees may increase their participation in self-development
programmes and seek new skills to become more eligible for promotions.
Advantages Of External Recruitment Sources
The following are some of the advantages of external recruitment sources:
Access to more talent: By turning to external recruitment sources, organizations gain access to a
wider pool of qualified candidates with the right skills and experience to suit the open job position.
Infusion of new ideas: Organizations can improve innovation when they hire talent from external
recruitment sources. New voices can help the company improve its business operations and
advance in the industry.
Better use of resources: When organizations hire skilled and experienced candidates from
external recruitment sources, it is unnecessary to spend time, money, and other resources on
training them to address the job's responsibilities.
Internal and external recruitment sources may present unique situations. The following are some
challenges that may arise with internal recruitment sources:
Considerations for internal recruitment sources
The following are some considerations when using internal recruitment sources:
Limited skills pool: When companies hire internally, they may realize that existing employees
lack the desirable skills or training to manage the responsibilities of the open position.
Limited talent selection: There may be more capable people outside the company who remain
unnoticed because the organization focuses on hiring internally, missing capable people who could
enhance business operations with innovative ideas and resourcefulness.

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Strong impact on morale: Missing an internal job opportunity may affect an employee's morale
and productivity.
Workplace tension: Workplace tension could arise between employees if some receive
promotions and others think they received unfair treatment.
Nepotism: Employees may recommend family members and friends with less talent or skills than
other external candidates.
The following are some considerations when using external recruitment sources:
Time inefficiency: Depending on the organization and its hiring requirements, recruiting from
external sources might be a time-consuming process with multiple interview rounds.
Training needs: New employees may require an orientation or training programme to ensure they
can fit in with the organizational culture and manage the work requirements.
Employee dissatisfaction: Existing employees seeking a promotion or a transfer may feel
discouraged about their professional future because someone else got the job.
Increased workplace tension: Hiring externally may also increase workplace tension and lower
levels of cooperation between existing employees and new ones. This issue could impact on a
company's productivity and quality of work.
Workplace culture adjustments: New employees may find it challenging to adjust to the
workplace culture or their new responsibilities, which may lead to poor staff retention.
Internal Recruitment
Promotions: Moving employees to higher-level positions within the company based on their
performance and potential.
Transfers: Employees are moved from one department or location to another within the
organization.
Employee Referrals: Current employees recommend candidates from their personal or
professional networks. It is often incentivized with rewards for successful hires.
Internal Job Postings: Job openings are advertised internally to encourage current employees to
apply for new roles or positions.
External Recruitment
1. Job Portals: Websites like LinkedIn, Indeed, and Glassdoor where companies can post job
openings and candidates can apply.
2.Social media: Platforms like Facebook, Twitter, and especially LinkedIn are widely used for
posting job openings and engaging with potential candidates.

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3.Recruitment Agencies: Third-party agencies are hired to find suitable candidates for specific
roles. They specialize in sourcing talent and handling initial recruitment processes.
4.Campus Recruitment: Companies visit universities and colleges to hire fresh graduates. This
often includes career fairs, interviews, and internship programs.
5.Headhunting: Also known as executive search, headhunters specialize in finding high-level
professionals for executive or specialized positions, often headhunting from competing
organizations.
6.Job Fairs/Expos: Physical or virtual events where companies and job seekers can meet and
discuss job opportunities.
Direct Recruitment
Walk-ins: Companies invite candidates to come in without prior appointments to directly apply
and interview for a position. This method is often used for entry-level or mass recruitment.
Advertisements in Newspapers/Magazines: This traditional method involves posting job
openings in local or national newspapers and magazines, particularly for jobs that require specific
skills.
Recruitment via Employee Networks
Networking Events/Conferences: Companies attend or sponsor events where they can meet and
attract qualified professionals, often in specific industries or fields.
Industry-specific Platforms: Professional organizations or online communities that target specific
skills or industries (e.g., medical associations, engineering societies, etc.).
Temporary and Contract Recruitment
Temporary Staffing Agencies: Some organizations hire staff through temporary or contract
recruitment agencies to fill short-term or project-based roles.
Freelancers and Contractors: Hiring independent professionals or freelancers for specific projects
or tasks.
Referral Programs
Employee Referral Programs: Current employees are encouraged to refer qualified candidates
from their network for available positions, often incentivized with rewards.
Professional Networks: Organizations may tap into specific professional networks or memberships
to find suitable candidates.

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Recruitment through Outsourcing
Outsourced Recruitment Process: Some companies outsource their recruitment entirely to
external agencies or consultants who handle the entire process of finding, interviewing, and hiring
candidates.
Job Analysis
According to Edwin B. Flippo, “Job analysis is the process of studying and collecting information
relating to the operations and responsibilities for a specific job. The immediate products of this
analysis are job description and job specifications”. Thus, the job analysis involves the process of
identifying the nature of a job (i.e., job description) and the qualities of the likely job holder (i.e.,
job specification).
Job Description: After the job is created, established or sanctioned, the next step is to describe
the job with the educational and professional qualifications, skills, experience, and personal
characteristics required to perform it. Job description may vary from organization to organization.
According to Stueart and Moran, job description contains the following elements.
Job identification It includes the job title, i.e., nomenclature, department, pay scale, etc.
Job summary: It provides the details of the job’s major responsibilities and justification for its
existence.
Job activities and procedures It includes the tasks to be performed by the incumbent. The duties
and responsibilities of the job are laid down very clearly and without any ambiguity. The
enumeration of the job’s activities and procedures is the most important part of the job description,
which identifies the exact job to be performed by the employee. The training required, supervision
and task evaluation is also mentioned. This helps the employee as well as the supervisor as to what
is to be done, what is to be supervised and what is expected from the employee concerned.
Relationship of the job to the total institution: It explains the employee's internal and external
relationship with various units of the organization. It also indicates the title of the person to whom
the incumbent reports.
Job requirement: It includes the requirement of minimum acceptable qualifications, skills,
experience, knowledge, and abilities for the successful performance of the job. These details
should not be unrealistic. Job description should always be made available to the applicants for
their study and review. After an individual is recruited, job description becomes the basis for
determining the training needs and identifying tasks that require special efforts before the
employee can perform them well. It also becomes the basis for employees’ job appraisal at a later
stage.
Job Specification Also called ‘Employee Specification’, it is a statement of minimum acceptable
qualifications/qualities required in the employee for effective performance of the job. According
to Edwin B. Flippo, “Job specification is a statement of the minimum acceptable human qualities
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necessary to perform a job properly…. It is a standard of personnel and designates the qualities
required for acceptable performance”. Job specifications are prepared on the basis of job
descriptions. It includes personal characteristics of the employee, such as: age, sex, education, job
experience, extracurricular activities, etc. It also includes the physical characteristics of the
employee, such as: height, weight, chest, vision, hearing, health, voice, any physical deformity,
etc. Job Specification also includes mental characteristics of the employee, such as: intelligence,
I.Q., memory, judgment, foresightedness, ability to concentrate, etc. Finally, it includes the social
and psychological characteristics also, such as: flexibility, emotional stability, drive, initiative,
creativity, conversational ability, cooperative nature, temperament, etc. These characteristics help
in deciding the allocation of job in the library-whether it should be public dealing (reference
service, circulation section, etc.) or behind the screen work, (classification, cataloguing , indexing,
abstracting, clipping service, etc.), or field work, or work involving high stacks area, and so on.
The employee can be assigned the job within the library or information center which is most
suitable to him/her keeping in view his personal characteristics listed above. Thus, job
specification is also important for human resource planning and development.
Job Rotation: Movement of the employees from one job to another job is called job rotation. It is
also called channel method of development. Such a movement may be for 6 months to 2 years.
The movement should not be for transfer, but it should be meant for learning the interdependence
of various jobs so that the employee can look at his job in a broader perspective. According to L.M.
Prasad, job rotation may be restricted to different jobs falling within a broad functional area.
Normally, job-rotation is useful when it is undertaken in interdependent jobs or functions. Job
rotation as a means for management development provides certain positive contributions. It allows
the employees to appreciate the intricacies involved in different jobs and how their own jobs are
affected by such intricacies. This way, they can develop a more cooperative approach to distinct
functions in the organization. Moreover, the employees may develop broader horizons and
perspectives of a generalist rather than the narrower horizon of a specialist. However, job rotation
may have certain drawbacks which must be taken care of while designing such a policy. It may
create confusion in the mind of an employee, and he/she may not be able to understand the rationale
of job rotation, if not properly counselled. This may affect the performance of the employee.
Therefore, the employees must understand the rationale behind job rotation. Those who have
moved to different jobs should be helped to learn thoroughly. Moreover, they should view the
change as an opportunity for a genuine learning experience.

Layoffs
Layoffs refer to the process where an employer terminates employees' jobs, typically due to
reasons other than the employees' performance, such as economic pressures, restructuring, or
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downsizing. Unlike dismissals, which are typically performance-related, layoffs are often driven
by business conditions or strategic changes. The impact of layoffs on employees can be significant,
and they are considered a last resort for organizations facing financial difficulties or needing to
reduce their workforce for other reasons.
Reasons for Layoffs
Economic Conditions:
Economic downturns, recessions, or financial struggles can prompt companies to reduce their
workforce to lower costs.When revenue declines or operating costs increase, businesses might lay
off employees to remain financially viable.
Restructuring or Reorganization:
Companies may reorganize or restructure to improve efficiency, reduce redundancies, or shift
focus to new business areas. This may lead to layoffs as part of the company's strategic changes.
Outsourcing or Offshoring:
Some companies lay off employees when they decide to outsource certain functions (e.g., IT,
customer service, or manufacturing) to external vendors or move jobs to other countries where
labor costs are lower.
Mergers and Acquisitions:
When two companies merge or one company acquires another, there is often overlap in roles or
departments. To eliminate redundancy, layoffs may occur.
Technological Changes:
Automation, artificial intelligence, and other technological advancements can reduce the need for
human labor in certain jobs, leading to layoffs.
Declining Business Performance:
If a company’s sales or profits are consistently falling or if the market for its products or services
is shrinking, layoffs may be a way to cut costs and sustain the business.
Seasonal Adjustments:
In certain industries (e.g., retail, agriculture, tourism), seasonal fluctuations in demand may lead
to temporary layoffs during off-peak periods.

Types of Layoffs
Permanent Layoffs:

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Employees are permanently terminated, with no expectation of being rehired. This is the most
usual form of layoff and typically comes with severance packages or unemployment benefits.
Temporary Layoffs (Furloughs):
Employees are temporarily laid off with the possibility of being recalled back to work once
conditions improve. This is often used in times of economic uncertainty or during seasonal
downturns.
Voluntary Layoffs:
Sometimes, employers offer voluntary layoff packages to employees, often with incentives like
severance pay, extended benefits, or a retirement package. Employees can choose to leave
voluntarily rather than face involuntary layoffs.
Layoff Process
Announcement:
The company typically announces layoffs to employees, either in person, via email, or in a
company-wide meeting. Transparency is crucial in this step to ensure employees understand the
reasons behind the decision.
Selection of Affected Employees:
Employers often use criteria such as seniority, performance, job function, or business needs to
determine which employees will be laid off.
Some companies may offer voluntary separations or early retirement options to reduce the impact
on employees.
Severance Packages:
Employees who are laid off may be entitled to severance packages, which can include financial
compensation, continuation of benefits (like health insurance), and outplacement assistance.
Notification:
Employees are usually given notice in advance, although the exact timing can vary depending on
the jurisdiction, company policy, and any contractual agreements.

In some countries, laws require employers to provide advance notice or pay in lieu of notice.
Outplacement Support:

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Companies may offer support to laid-off employees to help them transition to new jobs. This could
include job placement assistance, career counseling, resume writing services, or interview
preparation.
Legal Considerations in Layoffs
Laws regarding layoffs can vary significantly by country, but some common legal aspects to
consider include:
WARN Act (U.S.):
In the United States, the Worker Adjustment and Retraining Notification (WARN) Act requires
companies with 100 or more employees to provide 60 days' notice before a large-scale layoff (at
least 50 employees) or plant closing.
Employment Contracts:
Employees with certain contracts or union agreements may be entitled to different severance terms
or additional protections in the event of a layoff.
Discrimination Laws:
Employers must ensure that their layoff decisions do not discriminate based on race, gender, age,
disability, or other protected characteristics under labor laws.
Redundancy Pay:
In some countries, employees who are laid off may be entitled to redundancy pay or compensation
based on their length of service and salary.
Impact of Layoffs
On Employees:

• Emotional Impact: Layoffs can be stressful and demoralizing for employees. Feelings of
uncertainty, anxiety, and frustration are common.

• Financial Strain: Employees may face financial hardship if they do not have sufficient
savings or severance pay.

• Job Search: Employees who are laid off may need time to find new employment, which
can be challenging in competitive job markets.

• Reputation Damage: Layoffs can affect the reputation of both the company and the
employees being laid off, especially if the process is seen as unfair or mishandled.
On Employers:

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 • Cost Savings: Layoffs can help organizations reduce labor costs quickly, especially in
times of financial strain.

• Morale and Productivity: While cost-saving, layoffs can damage employee morale, leading
to decreased productivity, lower engagement, and a loss of trust in management.

• Public Image: Layoffs, especially in large numbers or without proper communication, can
negatively affect the company's image, leading to criticism from the media, labor unions,
and even customers.
Alternatives to Layoffs
Some organizations explore alternatives to layoffs to avoid the negative consequences:

• Hiring Freeze: No new employees are hired to reduce labor costs.

• Voluntary Early Retirement: Encouraging senior employees to retire early with incentives,
which can free up budget for younger talent.

• Reduced Work Hours: Cutting work hours or offering part-time roles to reduce costs while
avoiding layoffs.

• Job Sharing: Employees may agree to share one full-time position, thus reducing the
number of full-time employees needed.

• Salary Cuts or Bonuses for Reductions: Implementing salary cuts or reducing bonuses for
senior executives or higher-level employees to help reduce costs.
In summary, while layoffs can be necessary for organizational survival or restructuring, they are
often a last resort due to the negative consequences on both employees and employers. Proper
communication, legal compliance, and thoughtful consideration of alternatives are essential for
minimizing the impact of layoffs.

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