Definition of Management

• Management can be defined as a dynamic process that helps to get

things done through and with the efforts of people in an organisation.
It is a creative endeavour.

• Management as a process helps in optimizing scarce resources (all the

inputs to achieve the intended goals and objectives of the
organization).

• The term management is defined differently by different scholars, but

its approaches, environment, and processes are essentially the same for
organised activities.
 Characteristics of Management
Management is an organized activities: People work as a team to achieve the goal
of the organisation with the support of management professionals.
Management is aligned with organizational objectives: Organisational
objectives which need to be achieved are the basic considerations for every
management practice
Management optimizes constraining resources: With the help of management
optimize the outcome with limited resources
The management works with and through people: Organisation uses knowledge
and abilities of human force to manage its different affairs
Management is a science as well as an art: A systemized body of knowledge
consisting principles and techniques along with scope wide application
• Management is a social process: It has to manage, direct and regulate
efforts of human resources to achieve desired results for the benefit of
society.

• Management is a strategic function: Strategic functions based on

effectiveness of planning and mobilisation of resources.

• Management is dynamic: Principle of management is flexible

according to changing environment of the organisations
 Different types of Management
• Strategic management: Looks at overall strategy formation and execution.

• Operation management: It is a broad field starting from manufacturing to

retail management

• Human resource management: It deals with attracting, hiring, training,

compensating, rewarding and managing the performance of human
resources.

• Financial and accounting management: Managing finance and accounting

process and teams
• Project management: Management of planning, organisation and
control of projects.

• Change management: It is to help organisations and teams to make a

smooth transition to the state of the target.

• Risk management: Identification, assessment and controlling changes

that will have a negative impact

• Research and development management: Managing the process of

research and development and the teams
 Human Resource Management
• Human Resource Management (HRM) is the strategic and coherent
approach to managing an organization's most valuable assets - its
people. It involves the recruitment, selection, training, development,
compensation, and overall management of employees to ensure they
contribute effectively to achieving organizational goals and objectives.

• HRM involves coordinating and managing various activities related to

employees and the workforce throughout their employment lifecycle.
 Scope of HRM

Personnel aspect-This is concerned with manpower planning, recruitment,

selection, placement, transfer, promotion, training and development, layoff
and retrenchment, remuneration, incentives, productivity etc.

Welfare aspect-It deals with working conditions and amenities such as

canteens, crèches, rest and lunch rooms, housing, transport, medical
assistance, education, health and safety, recreation facilities, etc.

Industrial relations aspect-This covers union-management relations, joint

consultation, collective bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.
Functions of Human Resource Management
• People-Centric Approach: HRM recognizes that employees are the most critical
assets of an organization. It emphasizes treating employees as individuals with
unique skills, talents, and needs rather than mere resources.

• Alignment with Organizational Goals: HRM aligns HR practices and policies

with the business strategy. It ensures that the workforce is equipped and motivated
to contribute to the organization's success.

• Recruitment and Selection: HRM focuses on attracting and hiring the right
individuals for the right roles, considering not only their skills and qualifications
but also their cultural fit within the organization.
• Training and Development: HRM emphasizes continuous learning and
development opportunities for employees to enhance their skills and
competencies, leading to improved performance and career growth.

• Performance Management: HRM establishes clear performance goals and

provides regular feedback and performance evaluations. It involves recognizing
and rewarding high performers and addressing performance issues promptly.

• Compensation and Benefits: HRM designs fair and competitive compensation

structures and benefits packages to attract and retain talented employees.

• Employee Engagement: HRM strives to create a positive work environment that

fosters employee engagement, job satisfaction, and commitment to the
organization.
• Employee Relations: HRM manages the employer-employee relationship, handling
conflicts, grievances, and maintaining open communication channels.

• Legal Compliance: HRM ensures that the organization complies with employment laws,
regulations, and ethical standards to mitigate legal risks and promote fairness.

• Diversity and Inclusion: HRM promotes diversity and inclusion within the workplace,
recognizing the value of a diverse workforce and creating an inclusive culture.

• HR Technology: HRM leverages technology to streamline HR processes, manage

employee data, and support data-driven decision-making.

• Strategic Planning: HRM involves long-term workforce planning, anticipating future skill
requirements, and developing talent pipelines to address future needs.
 R&S
Selection
Recruitment
Selection – Recruiting High Potential Candidate through
Recruitment – Attracting the candidate through
Various Interview Technique and Ways in the
Sourcing Mix – Shortlisting and Screening the resume
organization

Recruitment Technical
and Selection Sourcing Mix Aptitude Test Interview - 1

Technical Interview
– 2 Panel

Offer
Selected BVC HR Interview
Letter
 Training and Development

T&D Training and Development- Improve the skills and competency

of Employees based on organizational needs

Training and
Development Executive development,
leadership, customer education,
“Virtual Contact Center” trains energy and solutions, sales
employees to work from home. excellence and functional skills –
200 Course
 Performance Management System
PMS
A performance management system is the systematic
approach to measuring the performance of employees
through KRA and KPI ( Track Progress)

a.
a. NoRecognizing Performance
cascading objectives
b.
b. NoSeeing Performance
once-a-year reviews, and
Performance c.c. No
Fueling Performance
360-degree-feedback tools
Management System
 Compensation Management
CM
Compensation Management System - Annual Remuneration to the employee for
their service. It deals with Employee Salary, CTC Structure, Pay slip Process, etc.

Non-
Mon
Compensation
Mon
Management itory
System itory
 Employee Benefits
EB
Benefits are any perks offered to employees in addition
to salary. The most common benefits are medical,
disability, and life insurance; retirement benefits; paid
time off; and fringe benefits.

• Flexible work schedule

• Outdoor and indoor games
Employee • Massage parlours
Benefits
• Fully equipped gym
• Sleep pods
 Compensation System of Starbucks

Starbucks: Employee Benefits

Stock and Paid Time Education

Savings Off

Commuter Partner Parental

Health Benefit Assistance Leave
Coverage
 Functions and Responsibility of HR Manager
• The HR professional plays a pivotal role in managing the organization's human
capital, fostering a positive work environment, supporting employee growth and
development, and contributing to the overall success of the organization.

• The role of Human Resources (HR) is crucial in managing an organization's most

valuable asset – its people. HR plays a multifaceted role encompassing various
functions and responsibilities to ensure the effective management and
development of the workforce.

• As an HR Manager, your responsibilities extend to all aspects of managing the

organization's workforce, contributing to employee satisfaction, productivity, and
the overall success of the organization.
 Concept of HRM
• Human beings are social beings and hardly ever live and work in isolation. We always
plan, develop and manage our relations both consciously and unconsciously. The relations
are the outcome of our actions and depend to a great extent upon our ability to manage
our actions. From childhood, every individual acquires knowledge and experience in
understanding others and how to behave in every situation in life. Later, we carry forward
this learning and understanding in holding and managing relations at our workplace.
• The whole context of Human Resource Management revolves around this core matter of
managing relations at work place. Since the mid-1980s, Human Resource Management
(HRM) has gained acceptance in both academic and commercial circles. HRM is a
multidisciplinary organizational function that draws theories and ideas from various
fields, such as management, psychology, sociology and economics .
• Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in
organizations. Human resource management is designing management systems to ensure
that human talent is used effectively and efficiently to accomplish organizational goals.
• HRM is the personnel function concerned with procurement, development, compensation,
integration, and maintenance of an organisation's personnel to contribute towards
accomplishing the organization’s objectives.

• According to Glueck, “HRM is concerned with the most effective use of people to
achieve organizational and individual goals. It is the way of managing people at work so
that they give their best to the organization”.

• According to Dessler (2008), HRM comprises the policies and practices involved in
carrying out a management position's “people” or human resource aspects, including
recruiting, screening, training, rewarding, and appraising.
• Generally, HRM refers to the management of people in organizations. It comprises the
activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining employees' appropriate number and skill mix to accomplish the
organization’s objectives. HRM aims to maximize employees’ contributions to achieve
optimal productivity and effectiveness while simultaneously attaining individual
objectives (such as having a challenging job and obtaining recognition) and societal
objectives (such as legal compliance and demonstrating social responsibility).
• In short, Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining a competent workforce to achieve the goals of an
organization in an effective and efficient manner
 Functions of HRM
• Strategic HR Management: As a part of maintaining organizational competitiveness,
strategic planning for HR effectiveness can be increased through the use of HR metrics
and HR technology. The human resource planning (HRP) function determines the number
and type of employees needed to accomplish organizational goals. HRP includes creating
venture teams with a balanced skill mix, recruiting the right people, and voluntary team
assignments. This function analyzes and determines personnel needs to develop effective
innovation teams. The basic HRP strategy is staffing and employee development.

• Equal Employment Opportunity: Compliance with equal employment opportunity

(EEO) laws and regulations affects all other HR activities.
• Staffing: Staffing aims to provide sufficient qualified individuals to fill organizational
jobs. Job analysis, recruitment and selection are the main functions of staffing. Workers’
job design and job analysis laid the foundation for staffing by identifying what diverse
people do in their jobs and how they are affected by them. Job analysis describes the
nature of a job and specifies the human requirements, such as knowledge, skills, and
experience needed to perform the job. The end result of the job analysis is the job
description. Job description spells out the work duties and activities of employees.

• Talent Management and Development: Beginning with the orientation of new

employees, talent management and development includes different types of training.
Orientation is the first step towards helping a new employee adjust to the new job and the
employer. It is a method to acquaint new employees with particular aspects of their new
job, including pay and benefit programmes, working hours and company rules and
expectations.
• Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards
given to the employees for performing organizational work. Compensation management
is the method for determining how much employees should be paid for performing
specific jobs. Compensation affects staffing because people are generally attracted to
organizations offering higher pay in exchange for the work performed.

• Employee and Labor Relations: The relationship between managers and their
employees must be handled legally and effectively. Employer and employee rights must
be addressed. It is essential to develop, communicate, and update HR policies and
procedures so that managers and employees know what is expected. In some
organizations, union/management relations must be addressed as well.
 Rewards
Compensation
Incentives
Benefits
Equal employment
Strategic HRM
opportunity
HR Effectiveness
Compliances Diversity
HR metrics
HR Technology

HR Functions
Employee and
Labour relation Staffing
Policies Job Analysis
Union – Recruiting
Management Talent Selection
relation Management
Orientation
T&D
Performance
Mgmt
External Environment

Environmental/
Global
Technological

Cultural/
Legal
Geographic

Political
 Skills and Competencies
What Is A Skill?
A skill is the ability to act to create a desired result. Every employee has a
unique set of skills that they utilize throughout their workday. Whether that
skill is operating a machine that no one else knows how to work or welding
two steel beams together, skills are crucial to employee success.
What Is A Competency? A competency is more or less the ability of an
employee to implement their skills in a workplace environment properly. An
employee can have all the skills in the world but may not be able to translate
those skills into job success. Competency combines skills, behaviours,
knowledge, and abilities that enable employees to perform their jobs
effectively. Competency describes precisely how an employee performs and
succeeds in their position.
 Workforce Diversity
• Workforce diversity means employees' similarities and differences in
age, cultural background, physical abilities and disabilities, race,
religion, gender, and sexual orientation. No two humans are alike.
People are different in not only gender, culture, race, social and
psychological characteristics but also in their perspectives and
prejudices. Society has discriminated in these aspects for centuries.
• Diversity makes the workforce heterogeneous. In the current scenario,
employing a diversified workforce is necessary for every organization,
but managing such a diversified workforce is also a big challenge for
management.
 Employee Life - Cycle

On-Boarding Retain

Recruitment Development Off-Boarding

20/05/2025 29
Stage 1 - Recruitment

• Recruitment is all about finding the right

fit for each position within the organization.

• This stage is known as attraction stage in ELC.

Where we are attracting the candidate to apply
for the job

Wipro use campus placement as one of their

recruitment strategy to recruit candidates from
various colleges

20/05/2025 30
Stage 2 – On-Boarding

• The onboarding process means much more than

giving a new hire the information and tools needed to
start working.

• It’s the opportunity to immerse the new employee in

the company’s culture and it’s crucial to ensure
retention.

Personal On-
Educational Company
Identificatio boarding
Documents Documents
n Document Formalities

20/05/2025 31
Stage 3 – Development

• The employee development stage begins to show

confidence in employee’s potential increases
his loyalty and trustworthiness.

• Investing in learning opportunities and offering

attractive challenges is the best career path to nurture
people skills.

Godrej - GALLOP (The Godrej Accelerated Learning,

Leadership and Orientation Program)

On-The-Job Training Method for new candidate to groomed

into leaders and dynamic performers

20/05/2025 32
Stage 4 – Retain

• Retention stage is a critical step in the employee

lifecycle model

• Talent retention has a direct impact on the

organization’s overall performance

• Always keep an eye on the company’s job

satisfaction levels, since it will result in time and
money savings.

COVID 19 Employee Retention Strategies

• Team Health Challenges

• Virtual Coffee Breaks
• Meetings over Lunch
• Dig Up a Fact or Scavenger Hunt - Create a Story
20/05/2025 33
Stage 5 – Off-
Boarding

The final phase of the employee lifecycle occurs when

an employee exits the organization.
Whether due to personal reasons, retirement, or a new
opportunity, handling the transition effectively is crucial

Stay
Interview Exit
Interview
20/05/2025 34
 Hierarchical Structure

• In a hierarchical organization structure, employees are grouped with every

employee having one clear supervisor.

• Product
• Functions
• Geography
 Matrix Structure

• Reporting relationship will be in

grid format.

• Similar skilled employees are

pooled for work and reporting to
various managers for outcomes.

• For examples – Manufacturing

companies – Engineering profiles
 Matrix Structure

• In Matrix organizational structure, employees have two superiors, in that they are under dual authority. Pg. No
52 VSP Rao

• One chain of command is functional, and the other is a project team.

• Hence Matrix structure is called a Multi-Command system (vertical and horizontal).

• Thus the team of employees, which comprises the personal department, has two superiors, i.e., the Personal
manager ( vertical dimensions and project manager Horizontal Dimension); both sizes of the structure are
permanent and balanced, with power held equally by both the functional held by and a project manager.
 Tall and Flat structure

Tall Structure Flat Structure

• Tall Structure – similar to
Hierarchical structure.

Flat structure - each and every

employees will be treated equally
in their designation.

For example –
Tall structure – Manufacturing
companies
Flat structure – IT Companies
 Divisional Structure
• Structure will be framed as per the division of products in the company
• For example – FMCG and FMCD companies
 Honeycomb Structure
• Holistic “Honeycomb” notice how each
individual in the organization is socially enabled,
yet in a consistent, organized pattern.

• Everyone is in customer service and support, and

any employee who wants to be social is enabled.

• Requires executives ready to let go to gain more,

a mature cultural ethos, and executives who
walk the talk.
 Types of Collars

• Gold Collars
• White Collars
• Grey Collars
• Blue Collars
• Pink Collars
 Gold Collars

They are the most sought-after professionals; the

highly skilled set in which accountants, surgeons,
engineers, and lawyers fall under.
 White Collars

Typically associated with a desk job, these people are

usually tasked with clerical, administrative, and
managerial functions. This segment typically
requires formal education.
 Grey Collars

This segment is the “gray area” of job segmentation as

it is used as the neutral title to several posts, though
some use it as a term for people in the information
technology sector.

Some cultures also pertain to them as the old-aged

workforce, while others define them as underemployed
white-collar workers.
 Blue Collars

This is the class of the skilled workers who do labor

using their hands, or so-called manual and technical
labor. Most blue-collar occupations do not require
formal education but some jobs require vocational
degrees.
 Pink Collars

These are jobs that are “culturally held by women,”

the usage of which is already changed and applicable
to all service jobs in the industry. Waiters, retail
clerks, and sales personnel of both genders are under
this category.
 Home/ Parent Country National

A parent-country national (PCN) is a person working in a

country other than his/her country of origin (Home / Native
Country). • Such a person is also referred to as an expatriate.

PCN Example: when a Indian international company, recruits

employees from India.
 Advantages & Disadvantages of PCN’s
• Advantages
• A PCN is familiar with the headquarters' goals, objectives, policies, and practices.

• Effectively communicate with the parent company officials.

• Disadvantages
 Difficult to adapt to the local language and culture, socio-economic culture

 Too costly for the organizations

 Compensation differences between HCN and PCN May create problems

 Host countries lose the job ( H1 Visa and outsourcing )

 Difficult to mix up and failed to perform duty effectively

 Host Country National

A host country national is a employee of an organization who

is the citizen of the country in which the foreign subsidiary is
located.

HCN Example: when an Indian company runs their business

in the USA and recruits USA citizens for their organization.
 Advantages and disadvantages
• Advantages

• HCNs familiar with the social, cultural, and political factors, can respond effectively to the
situations.
• HCN Cost Less as compared to PCN and TCN

• No need to obtain a work permit.

• Disadvantages
• Difficulties in exercising effective control over the subsidiary

• HCN gets fewer exposures

 Types of countries

• Host Country- the country where the subsidiary company of the MNC is located

• Parent Company- The country where the headquarters of the MNC is located

• Third Countries- are the countries that may be a source of labour, Finance, and other inputs
 Third Country National

Third Country National (TCN) describes and individuals of

other nationalities hired by a government or government
sanctioned contractor who represent neither the contracting
government (Home Country) nor the host country or area of
operations.

TCN Example: when a Indian firm recruits employee from

USA for their UK branch.
Expatriate- A Parent country national sent on long-term assignments to the
host country

Inpartriate - Third Country National Comes for work in Home or Host

Country.

Repatriate- An expatriate Returning to the Home country at the end of a

foreign assignment (Return to Home), ( GHAR WAPSI).
 Job Analysis

• Job analysis is an essential and pervasive human resource technique and the starting point
for other human resource activities.

• Simply stated, Job analysis is a formal and detailed examination of jobs.

• It is a systematic investigation of the tasks, duties, and responsibilities necessary to do a

job.

• A job consists of a workgroup of tasks that must be performed for an organization to

achieve its goals.
• A task is an identifiable work activity for a specific purpose, for
example, typing a letter.

• A Duty is a more extensive work segment consisting of several tasks

( which are related by some sequence of events) Performed by an
individual, for example, picking up, sorting out, and delivering
incoming mail.

• Job Responsibilities are obligations to perform specific tasks and

duties.
 Creating a right
fit between job
Through Job and candidate
designing and Used in
candidate skill evaluating
compensation will employee
be defined Compensation Recruitmen Appraisal
Job Analysis is the process of identifying the jobt duties
Management and and requirements,
System
job task’s or behavior, outcomes, necessary skills and its relative
selection
importance of roles in the job.
Purpos
Job analysis is the combination of Job Description & Job Specification
Understand the e of JA
employee Training
Job Analysis is used in employee hiring process, employee training,
Training and Job Redesigning,
requirement and
compensation fixation and etc. in the Performan
organization
Development
development Need Analysis ce Analysisenrichment and
process enlargement
Process
Job
designing
 Develop JD & JS

Process of Job
Analysis
Verify the Job
Analysis

Actual Analysis
of the Job

Select the
Position

Review-relevant
background

Use of Information
Job Analysis

• Gathering job-related information involves lots of efforts and time.

• Job description is a broad, general, and written statement of a specific job, based on the
• • Job
Before starting togives
Specification conduct a jobinformation
detailed analysis process,
aboutitany
is very necessary job
job including to decide what type
responsibilities,
findings of a job analysis.
of content
desired or information
technical is toskills,
and physical be collected and why.ability and much more.
conversational
• It generally includes duties, purpose, responsibilities, scope, and working conditions of
•
• ItJob analysis
helps is divided
in selecting into two
the most categories
appropriate candidate for a particular job.
a job along with the job's
• Job Description title, and the name or designation of the person to whom the
employee reports.
• It helps• recruiting
Job Specification
team of an organization understand what level of qualifications,
qualities and set of characteristics should be present in a candidate to make him or her
eligible for the job opening.
Job Analysis

Business Unit Qualifications

Job Title
Job Description Work Experience

Job Specification
Department
Name
Skills Required
Main Purpose of
the Job
Recruiter Name
Supervision
Exercised
Supervision Recruiter Designation
Received
Roles and Recruiter Contact
Responsibility Number
 Job Description and Specification - HR Head, Honda Cars India Limited
SI.NO.Elements of JD Pointers to be covered
Job Analysis 1 Department HR Department
2 Job Title HR Head
3 Reporting offi cer CHRO
4 Main purpose of the job 1. Handling HR Functions and Policies in the organization
2. Handling employee query and MIS Documentation
5 Supervision excercised Asst. Manager - HR
6 Supervision received CHRO
7 Roles & responsibilites 1. Recruitment and Selection
1.1. Conducting Manpower Planning Analysis - Identify the need of Manpower
1.2. Handling the Interview Process - HR Interview
2. Employee Training and Development
2.1. Conducting induction Program to the new joiners
2.2. Identifi ng and desinging suitable Training methods for their employees
2.3. Designing the training calendar and program schedule
3. Employee Performance Evalaution
3.1. Design KPI, KRA and Goal sheet for the employee
3.2. Designing and planning PMS Methods and Evaluation process
3.3. Assessing the employee performance in periodical timeline
4. Compensation and Benefits
4.1. Designing the CTC Structure as per the industry norms
4.2. Handling Increment, Incentives and Promotion process of the employee
4.3. Handling the employee benefits
5. MIS Document
5.1 Handling the employee database system - HRIS
8 Qualification required Any Graduates with PGDM/MBA - HR
Experience Required 3 to 5 Years
9 Skills Required Domain Skill - HR Practices, HR Functions, Norms and Laws, HR Policies, ELC
Interpersonal Skill - Problem Solving, Communication, Leadership, Decision
Making, Motivation, Organizer and Team Building
Analytical Skill - Excel, PPT and Python
10 CTC 10 to 12 Lac
11 Position holder : HR Recruiter
12 Name: Mr.Utkarsh
13 Signature: Utk
14 Note* Extensive Travel Required to diff erent OU's
COMPANY NAME ABC CONSULTING GROUP
ORGANIZATION PROFILE MANCER Consulting Group is a leading provider of talent management solutions with service
Offerings that include:
• Executive Search
• Executive Selection
• RPO, Talent Analytics, Start-Up Boot
• Curated Hiring- Backed by Stockroom.io (Assessment Platform)
• Conducting Diversity & Inclusion events for Customized hiring of Women Changemakers- Career Fair & Confluence for Women. Equiv.
in India’s exclusive job portal for diverse talent.

INDUSTRY / SECTOR HR CONSULTANCY FIRM

JOB TITTLE / JOB POSITION HR RECRUITER
FUNCTIONAL AREA RECRUITMENT
LOCATION PAN India
SALARY 4.2 LPA
JOB ROLES & RESPONSIBILITIES End-to-end execution of mandates and management of revenue targets. Ability to handle multiple
positions /multiple industries by applying different strategies to close different positions
• Delivering on Senior & Niche requirements of our customers
• Selecting candidates from multiple sources, i.e. Social Networking sites, Head Hunting, Cold Calling, Mapping, Recruitment Portals,
databases, etc.
• Closely monitor workflow, volumes, and business needs to forecast/allocate appropriate
Manpower, Ensuring client/customer satisfaction as well as coordinating with the client to
Maintain fruitful relationships and reach business goals.
• Develop relationships and strategies with the key decision-maker. Understand each client’s
needs and marketing strategy and present custom and creative solutions to help them meet their
goals
• Develop solutions and create/revise methodologies that support processes for efficient execution
Of mandates., Adherence to ABC processes
• Liaising with other departments in the organization as and when needed.
• A flexible team player with a proven ability to work successfully with diverse teams
• Ability to build strong working relationships, internal and external to the organization.
SKILLS REQUIRED/ DESIRED CANDIDATE Passionate, Street-smart, Ambitious
PROFILE Excellent Communication Skill
Result-oriented
Staying Relevant., A will to win
QUALIFICATION REQUIRED MBA/ PGDM HR
 Critical
Incident

Questionnaire Personal
method observation

Job Analysis
Tools

Diary Method Interview

Panel of
expert
 Critical
Incident

The critical incident technique is a qualitative approach to job analysis used to

obtain a specific, behaviorally focused description of work or other activities.
• Here the job holders are asked to describe several incidents based on their
experience. The collected incidents are analyzed and classified according to
the job areas they represent.
• For example - if shoe salesman comments on the size of a customer’s feet and
the customer leave the store in a huff, the behavior of the salesman may be
judged as ineffective in terms of the result it produced. The critical incidents
are recorded after the events have already occurred – both routine and non-
routine. The process of collecting a relatively good number of incidents is a
lengthy one.
 Personal observation

• The analyst observes the workers doing the job. The tasks performed, the pace at
which activities are done, the working conditions, etc., are observed during a
complete work cycle. During observations, certain precautions should be taken.
Certain

• The analysis must be observed average workers during average conditions.

• The analyst should observe without getting directly involved in the job.

• This method allows for a deep understanding of job duties. It is appropriate for
manual, short-period work activities. On the negative side, the process fails to
take note of the mental aspects of jobs
 Interview

The interview method consists of asking questions to incumbents (Current

position Holders) and supervisors in either an individual or a group setting.
The reason behind this method is that job holders are most familiar with the
job and can supplement the information obtained through observation.

Workers know the specific duties of the job, and supervisors are aware of the
job’s relationships with the rest of the organization.

Due diligence must be exercised while using the interview method. The
interviewer must be trained in proper interviewing techniques. It is advisable
to use a standard format to focus the interview on the analyst’s purpose.
 Guidelines for conducting Job analysis interviews
• Put the workers at ease: establish rapport

• Make the purpose of the interview clear.

• Encourage the worker to talk by using empathy and creativity.

• Help the worker to think and speak according to the logical sequences of the duties performed.

• Ask the worker only one question at a time

• Interview in plain, accessible language.

• Consider the relationship of the present job to other jobs in the department.

• Be patient and considerate to the worker.

 Panel of
expert

The method utilizes senior job incumbents and superiors with extensive
knowledge of the job. To get the job analysis information, the analyst
interviews the group. The interaction of the members during the
interview can add insight and detail that the analyst might not get from
individual interviews
 Diary
Method

Several job incumbents are asked to keep diaries or logs of their daily
job activities- according to this method – and record the amount of time
spent on each activity. By analyzing these activities over a specified
period, a job analyst can record the job’s essential characteristics.
However it is a time-consuming and costly exercise in that the analyst
has to record entries for a painfully long time
 Questionnaire
method

The questionnaire is a widely used method of analyzing jobs and works.

The job holders are given a properly designed questionnaire to elicit
relevant job-related information. After completion, the questionnaires are
handed over to supervisors. The supervisors can seek further
clarifications on various items by talking to the jobs holders directly;
after everything is finalized, the data is given to the job analyst
 The Position Analysis Questionnaire

• The PAQ is a standardized questionnaire developed at Purdue University to quantitatively

sample work-oriented job elements. It focuses on general worker behaviors instead of tasks.
It contains 194 items divided into six significant divisions. The PAQ allows management to
scientifically and quantitatively group interrelated job elements into job dimensions.

• Information input
• Mental process
• Physical activities
• Relationships with other people
• Job context
• Other job characteristics
 Management Position Descriptions
Questionnaire

• MPQD is a standardized instrument designed for analyzing

managerial jobs only, it contains 274 items contains 15 sections.
 Functional Job Analysis
• FJA is a worker-oriented, data people and things ( Five steps involved)

• The first involves the identification of the organization’s goal for the FJA analysis. This analysis
describes what should be and what is.

• 2- Identify and describe tasks, where tasks are defined as actions. The task’s movement may be
physical ( operating a computer ), Mental (analyzing the data) or interpersonal ( consulting another
person ). The task statements developed in FJA must conform to a specific written format.

• 3- Deals with analysis of tasks. Each task is analyzed using seven scales. These include three worker
function scales ( data, people, things), a worker instruction scale ( degree of supervision imposed), and
three scales of reasoning, mathematics, and language.

• 4- The analyst develops performance standards to assess the result of a worker’s tasks.

• 5- The final steps deal with the development of training content needed by the job holder
 This method helps
interviewer know what exactly Lets see about
an employee thinks about his or various methods of
her own job and responsibilities Job Analysis
involved in it.
A job analyst observes an
employee and records all his
performed and non-
performed task, fulfilled and
un-fulfilled responsibilities
and duties

Interview Observation
Method Method

Job analysis method is getting

the questionnaires filled from
Questionnaire
employees, their superiors and
Method
managers.
Its Interesting Jeni
and I learned the
various tools in Job
Thank you LARA…
Analysis

Sure Jeni, Come

we will check
our JD Format of Tara, can you explain
our company me the JD and JS
also
Sure Jeni, If you any Tara, JD and JS
doubt kindly let me Explanation is Good
know. and now I understand
how to prepare the JD
format for the new
profile

Sure Tara… thank

you for your time and
Most Welcome knowledge
Jeni
Objectives
Recruitment and
is Nature of Recruitment
the process of attracting and stimulating them for applying
job in an organization.
• Acquire the fresh mind to the organization
•Recruitment
Meet the staffing
is the needs (Present
process and Future) competent employee out of
of discovering
•available
Attractcandidates
potential candidate – knowledge,
in the market who are skills, ability,
suitable to jobbehavior, attitude,to
and according
etc.
organization requirements.
 Recruitment Process

Manpower Choose Source Feedback and

Planning of Recruitment Control

Recruitment Implementation
Strategy of Recruitment
 • Manpower planning is the first step of the recruitment process, where the vacant
positions are analyzed and described.
• It includes job specifications and its nature, experience, qualifications and skills
Manpower
required for the job, etc.
Planning
• A structured recruitment plan is mandatory to attract potential candidates from a
pool of candidates.
• The potential candidates should be qualified, experienced with a capability to take
the responsibilities required to achieve the objectives of the organization.
 • While preparing a recruitment strategy, the HR team considers the following points:
• A Well-defined Strategies
• Pipeline Approach
• Competitive
• Speed Strategy
• Technology based approach
Recruitment • The development of a recruitment strategy is a long process, but having a right
Strategy
strategy is mandatory to attract the right candidates.
• The steps involved in developing a recruitment strategy include: Setting up a board
team
 • Searching is the process of recruitment where the resources are sourced depending
upon the requirement of the job.

Recruitment
Source • After the recruitment strategy is done, the searching of candidates will be initialized.

• There are two various methods of recruitment sourcing mix used in the organization
• Internal sourcing mix
• External sourcing mix
 • In this stage, recruitment process will be implemented based on recruitment sourcing
mix and strategies.

Implementat
• Candidate identification will be done in this stage. It helps in verifying the
ion of
Recruitment candidates, whether they are active and available.

• It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skill
 • Evaluation and control is the last stage in the process of recruitment.

• In this process, the effectiveness and the validity of the process and methods are
Evaluation assessed. Recruitment is a costly process, hence it is important that the performance
and Control
of the recruitment process is thoroughly evaluated.

• The costs incurred in the recruitment process are to be evaluated and controlled
effectively
 Manpower
Planning
On- Job Analysis
Boarding – JD & JS

WiproOnceuse the candidate

tocandidate
Background conduct
Once the
Onboarding
received the process
offer Recruitment
written
Line test
Manager
verification to screen
will
will
Offer
Accepted
HR Head
fitletter
foristhe will asbe
take
job, Offer
known
he/she need Sourcing
their
takewill candidates
interview
done beonissued
interview Education
theto–the
totojoining
the Mix
candidate
accept the letter
Recruitment Process of Communication
candidate
Check,
candidate
candidate totocheck
Current test,
check
in formal
formalities
with his/her taken
Wipro Verbal
domain test
Company
behavior and
knowledge coding
and
wayin theand
place
signature
test etc. skills
Personal
interpersonal ID
organization
Offer Issued Written Test

Background Personal
Verification Interview
HR
Interview
• Sourcing refers to the initial part of recruitment process.

• Recruitment sourcing mix is the process of finding the

candidate through various method

• Recruitment sourcing mix has been divided in to 2 categories

• Internal sourcing mix
• External sourcing mix
 Source of
Recruitment

Internal External

• Promotion • Campus Placement

• Transfer • E-Recruitment
• Deputation • Social Media Recruitment
• Job Rotation • Professional Media Recruitment
• Rehiring • Advertisement
• • HR Consultancy
Employee Referral
• Walk-Ins
• Internal Database
 Internal Sourcing Mix
Identifying the suitable candidate inside the organization is known as internal
sourcing Mix. Following are the internal sourcing mix used in the company.

• Promotion
• Transfer
• Deputation
• Job Rotation
• Rehiring
• Employee Referral
• Internal Database
 Seniority denotes to the
relative duration of service
Meritofrefers
or length serviceto in the
knowledge,
same skill,
post and talent,
in the same
competence,
companyand
capability as different
from education,
Seniority - Based Promotion
Promotion
training, and past
service record.

Promotion is vertical movement of an employee within the

Dry promotion will be
organization given to the employee
Merit – Based Promotion
promotion refers to the upward movement of an employee from
with out increase in
salary or pay
one job to another higher one, with increase in salary, status and
responsibilities

Dry Promotion
 Transfer

Employee transfer is the most important part of an organization which allows the
company to shift, the employee from one department to the other.

This process is usually a horizontal movement in an organization where there is no

change in the employee’s responsibilities.

Transfer of an employee from one department to the other is quite a usual situation
that occurs in any organization.
 Deputation

Deputation is to transfer an employee to a post outside his/her original

position, perhaps to a new department or new position for a temporary
period.

• Deputation Allowance
• Time and Duration
• Report back

Example: Public sector

 Job Rotation

Job rotation is the systematic movement of employees from

one job to another within the organization.

Job rotation is a well-planned practice to reduce the

boredom of doing same type of job everyday and explore
the hidden potential of an employee.

Axis bank use Internal

Job Rotation
 Rehiring

Hiring the Ex-employees to the organization in the same designation or

higher.
Tech Mahindra Re-hiring Process

Two Options

• One can join back within 21 days if

the reporting manager agrees

• Employees can also re-join after a

‘cooling period’ of six months
 Employee Referral

• Employee referral is an internal method for finding job candidates.

• Employee referral is a structured program that companies and

organizations use to find talented people by asking their
existing employees to recommend candidates from their existing
networks
Internal Database

• HR databases are used by HR professionals in the organization to

store personal information relating to their candidates appeared for the
previous interview taken place in the organization.
Identifying the suitable candidate through external factors or outside the
organization is known as external sourcing Mix. Following are the
external sourcing mix used in the company.

• Campus Placement
• E-Recruitment
• Social Media Recruitment
• Professional Media Recruitment
• Advertisement
• HR Consultancy
• Walk-Ins
 Campus Placement

Campus placement is the process of hiring students directly from college

or Institution or university.

The association is facilitated through a dedicated campus placement cell

or through the college's individual association with different companies.
Below are some of the companies comes to PIBM Placement process.
 E-Recruitment

E-recruitment, also known as online recruitment, refers to the use of

web-based technology for the various processes of attracting, assessing,
selecting, recruiting and on boarding job candidates.

Through e-recruitment employers reach larger number of potential

employees. Following are the E-recruitment Portals used in the
organization.
 Social Media Recruitment

Recruiting on social media is also considered to be an effective candidate

sourcing technique in recent times.

In this 21st century, Facebook, Instagram, Snapchat and Twitter have

gained popularity as a social platform that identifies promising
candidates for recruitment.
 Professional Media Platform

LinkedIn is known as professional media platform and now many

companies are using this platform for recruitment process and candidate
analysis.
 Advertisement

Advertisement, also known as Recruitment

communications and Recruitment agency, includes all
communications used by an organization to attract talent to work within
it through news paper or web portal.

Recruitment advertisements may be the first impression of a company

for many job seekers. In turn, the strength of employee in job postings
can directly impact interest in job openings
 HR Consultancy

The HR Consultant will receive a job description from the firm or

organization that has a vacant position to be filled.

The consultancy shortlist the applicants from their database CVs.

Then they hold the interviews on individual level and then send the
selected candidates' profile to the firm.
“Selection is the process in which candidates for employment are divided
into two classes- those who are to be offered employment and those who
are not.”

Significance of Selection Process :

1. Procurement of Skilled Workers :

Only the suitable candidates who are fit for the job are selected
from among the prospective candidates for employment.

2. Solution to Personnel Problems :

Proper selection of personnel reduces personnel problems of the
organization
 Initial Contract
Selection Procedures
Candidate will
– receivingFirst
Checking the
of Screening
candidate is
application– Personal/HR
join the company After suitable
selection,in nowbank
Application
from candidate Department
and complete their physically
lets see about and
will selection
consists of
on-boarding processmentally
taken placename,
candidate in
There areprocess
three the organization
company Selection
name, test
stages in Job Offer Initial contact will
ctc etc.consists of
Preliminary
1. Job Offer Made On-Boarding
interview aptitude test,
Job
2. Joboffer
offerwill be
Rolled- psychometric
made andout issued to test, verbal test
Application
candidate for
3. Job Offer Contract
bank etc.
acceptance.
Accepted In this step,
After line manager
Interview level,
confirmation, Successive steps
Candidate mode and
selection decision
will be defined
Job offer in selection Selection test technique will be
Background will be
described
verified in terms of
Once BVC has
been approved, Education, personal
supervisor need to Selection ID and Company
Interviewing

approve the Details

Approval by Checking
candidate selection supervisor references
Interview Levels, Ways and Types
Structure

Unstructured
Interview Levels

Interview Ways/Mode

Interview Types
Aptitude/Psychometric Formal
Telephonic
In-Formal
Technical & HR PI
Face – to – Face
Stress
BVC & Medical
Examination Skype or Video
Call In-depth

Behavioral

Panel
Structure Interview
Exp

in ars
e
nce rie

e
HR
6Y
?
A structured job interview is a
standardized way of
comparing job candidates.

The employer
creates interview questions
focused on the skills and abilities
the company is seeking
Unstructured Interview

Unstructured interview questions

are not pre-arranged in the panel.

Unstructured interviews are on-

spot questions asked to the
candidate as per their process.

Non-Directive questions
Formal Interview

one-on-one meeting between a prospective job

candidate and employer

A candidate for a formal interview should dress

appropriately

Even if the interview is at a casual dining

establishment, interviewers expect the candidate to
be neat and clean and to avoid wearing jeans and
sneakers.
In-Formal Interview

An informal interview is an interview that

takes place in a casual setting, such as over
coffee or lunch.

Informal interview methods is used for lateral

recruitment process.
Stress Interview
A stress interview is a tactic used to put
candidates under extreme pressure.

When using the stress interview

technique, employers are looking to see
how you would handle things like
workplace conflict, abusive customers
and work overload.

They are intentionally provoking you to

assess your psychological and physical
responses to stressful situations.
In-depth interview
Depth interviews are one-to-one
encounters

Interviewer makes use of an

unstructured or semi-structured

Depth interview are usually only

successful when conducted by a
well trained and highly skilled
interviewer
Panel Interview

Panel interview is a formal and

organized interview arrangement

where a job candidate is asked

questions by more than one
member of the company that's
looking to make a hire
Behavioral Interview

Behavioral interview questions focus

on how you handled various work
situations in the past.

Your response will reveal your skills,

abilities, and personality.

The logic behind this interview tactic

is that your behavior in the past
reflects and predicts how you will
behave in the future.
SL NO Metrics Formula
1 Offer acceptance rate Number of Offers Accepted/Number of Offers Made
2 Candidate experience Number of Responses/Number of Contacted Candidates
3 Time to fill Date of Onboarding - Date of Publishing the Job Opening
(Average Job Performance of New Hire + % of New Hires Reaching Acceptable Productivity
4 Quality of hire
within a given time + Retention Rate after a Year)/Number of Indicators
5 Cost per hire (Total Internal Cost + Total External Cost)/Total Number of Hires
6 Applicants per opening Number of Applicantions Received/Total Number of Job Positions
7 Hiring manager satisfaction Through Survey Questionnaire
Number of Applicants who Successfully Completed One Stage/Total Number of Applicants who
8 Yield Ratio
Entered that Stage
9 Source of Hire By Tracking the Sources which Attract New Hires
10 Time to Hire Date of Offer Acceptence - Date of Candidate Entering Pipeline
11 Candidate job satisfaction Through Survey Questionnaire
12 Employee turnover rate Employees who Left/[(Employees at the beginning + Employees at the end)/2]
Number of Employees that Left Workplace in the first year/Average Number of Employees in that
13 First-year attrition
year
14 Female-to-male ratio Number of Female Employees/Number of Male Employees
15 Selection Ratio Number of Hired Candidates/Total Number of Candidates
16 % of Open Positions Total Number of Open Positions/Total Number of Positions in the Organization

17 Application Completion Rate Number of Applications that Completed/Number of Applicants that Satarted the Application

18 Sourcing Channel Cost Ad Spend Per Platform/Number of Successful Applicants per platform
19 Time to Productivity Time to get people up to speed and productive
Job Enlargement and Job Enrichment
• Job Enlargement: Job enlargement, also known as horizontal job loading, involves
adding more tasks or duties to an employee's existing role. The aim is to make the
job less repetitive and more diverse, which can help prevent boredom and increase
motivation.

• Increasing Variety: It expands the range of tasks an employee is

responsible for. This could include taking on additional tasks that are
at the same skill level as the original tasks.
• Broader Skill Utilization: Employees may be required to use a wider
range of skills and abilities to perform the enlarged job.
• Reducing Monotony: By introducing new tasks, employees are less
likely to get bored or feel that their work is too routine.
• Potential Challenges: It's important to ensure that the employee has
the necessary skills and training to perform the additional tasks
effectively.
• Example: In a manufacturing setting, a worker who previously only
operated a specific machine may be given additional responsibilities
such as quality checks, minor maintenance tasks, or inventory
management
 Job Enrichment
• Job enrichment, also known as vertical job loading, involves redesigning a job to
incorporate higher-level responsibilities, more autonomy, and increased decision-making
authority. This approach aims to make the job more challenging and fulfilling.
• Adding Depth: It involves giving employees more control over their work and a greater
level of responsibility.
• Increasing Autonomy: Employees may have more say in how they complete their tasks,
as well as greater authority to make decisions.
• Providing Opportunities for Growth: Job enrichment aims to provide opportunities for
skill development, learning, and career advancement.
• Potential Challenges: It's important to ensure that employees have the necessary skills
and training for the added responsibilities, and that they are comfortable with the
increased level of autonomy.
• Example: In an office setting, a junior manager might be given more authority in
decision-making, allowed to set departmental goals, and given the responsibility of
mentoring and training new hires