UNIT 2:

ACQUISITION OF
HUMAN
RESOURCES
By : Prof. Shreyashi Kundu
Syllabus for unit 2
• HumanResource Planning: Quantitative and Qualitative
Dimensions, Steps in the HRP Process
• JobAnalysis and Design: Job Analysis – Concept, job Description
and Job Specification, Steps in the job Analysis process, Purposes
of Job Analysis, Methods of Collecting Information for Job Analysis,
Job Design – Concept, Job Rotation, Job Enlargement and Job
Enrichment
• Recruitment: Concept and sources (Internal and External)
• Selection : Concept and Process, Tests – Types, Interviews – Types.
• Placement : Concept – Meaning and definition , Importance of
Placement
Concept of HRP
• Human Resource Planning (HRP) has been a function of management since the origin of
modern industrial organizations.
• Division of labour, specialization, organizational levels, work simplification, and application of
standards for selecting employees and measuring their performance were the principles
applied early in industrial management. (just classical approach in management thought)
• During the first part of the 20th century, the focus in manpower planning was on the hourly
production of a worker.
• During World War-II and the post war years, the focus intensified on employee productivity.
• (Productivity is a measurement of how much output an employee produces during
a certain period, whereas hours worked is a measurement of how long they
worked)
• Concern was also shown regarding the availability of competent managerial personnel, as
there was a talent shortage combined with significant demand for goods and services. Non-
technology areas and interest in behavioural aspects of work added complexities to the
manpower planning task.
Concept of HRP
• Inthe 60s, manpower planning was viewed as a system linking
the organization with its environment. In this case , companies
forecasted their needs for manpower into the future, forecasted
their internal labour supply for meeting these needs, and
identified the gaps between what would be needed and
what was available.
• Manpower planners planned for recruitment, selection, and
placement of new employees, provided for training and
development, and anticipated necessary promotion and transfers.
Concept of HRP
• During the late 70s, the term ‘human resource’ in place of
‘manpower’ gained acceptance as a way of emphasizing the
positive view of personnel as a basic corporate resource.
• Also during these years, HRP became widely established as a
staff activity in major business and governmental organizations.
• During the 80s, employees’ desire for participation in decisions
that affected their work and careers became stronger. Similarly,
management’s desire for better control over costs and profitability
also becomes stronger. As a result, companies adopted work and
career management practices of the type reflected in innovations
under affirmative action programmes.
Concept of HRP
• In the 90s, concepts in vogue were
> job sharing (Job sharing or work sharing is an employment arrangement where two
people, or sometimes more, are retained on a part-time or reduced-time basis to
perform a job normally fulfilled by one person working full-time)
 reduced working hours,
 flexibility of time,
 significant reshaping of work and work customs,
 job enrichment (process that is characterized by adding dimensions to existing jobs
to make them more motivating),
 empowerment,

 total quality management ((i) Quality can and must be managed. (ii) Everyone has a
customer and is a supplier. (iii) Processes, not people are the problem. (iv) Every
employee is responsible for quality.)
Definition of HRP
• It
is a process in which an organization attempts to estimate
the demand for labour and evaluate the size, nature and
sources of supply to meet that demand.
• It
is preferred to use human resource planning rather than
manpower planning, not just for reasons of gender equality, but
because of the past association of manpower planning with a
rather centralised, mechanistic, number-crunching type of process.
• On the contrary, HRP allows for more recognition of qualitative
issue especially concerning skills and is appropriate in a variety of
organizational settings.
Steps in HR Planning
Current HR supply: it includes assessing comprehensively the strength of the organisation in
terms of the numbers, skills , competencies of the human resources. At this stage, the
consultants may conduct extensive interviews with the managers to understand the
critical HR issues they face and workforce capabilities they consider basic or crucial for
business processes.
Future HR demands: Analysis of the future workforce requirements of the business is the
second step in HR planning. All the non-HR variables like attrition, layoffs, foreseeable
vacancies, retirements, promotions, pre set transfers, are taken into consideration
while determining the future HR demand.
Demand forecast next step is to match current supply with future demand of HR, and create a
demand forecast. It is essential to understand the business strategy and objectives in the long
run so that workforce demand forecast is such that is aligned to the organisational goals.
HR sourcing strategy and implementation: After reviewing the gaps in the HR supply and
demand the HR consulting firm develops plans to meet these gaps as per the demand forecast
created by them. This may include conducting communication programmes with the
employees, relocation, talent acquisition, recruitment and outsourcing, talent
management, training and Coaching, and revision of policies.
Human Resource
Demand
Forecasting
Techniques
Type 1: Managerial judgement:

• Managerial
judgement technique is very common for
demand forecasting. It involves two types of approaches-
• a)
bottom up approach - that is line managers send their
departmental requirements of Human Resources to top
management and
• b)top down approach: sometimes members of top
management sit together and determine the needs on
the advice of the personnel department, it is
subsequently verified with respective departments. This
approach is known as top down approach.
Type 2: Regression analysis in HRP:
• Regression analysis is a form of predictive modelling
which investigates the relationship between a
dependent (target) variable and an independent
variable (predictor).
• Eg:if the relationship between rash driving
(predictor) and number of road accidents were to be
studied (dependent variable) through regression.
• There are three types of regression analysis:
linear regression analysis
• 1)linear regression
analysis : a linear
relationship between
the dependent variable
(Y) and one or more
independent variable
(X) using a best fit
straight line
logistic regression analysis
• 2)logistic regression
analysis: logistic
regression is used to
find the probability of
event- success or
failure. Here the
dependent variable is
binary that is -0/1, true
or false and yes or no.
polynomial regression analysis
• 3) polynomial regression
analysis : if there is no linear
relationship between the
dependent and independent
variable then in that case a
curvilinear (polynomial)
regression is taken into
consideration. Here the power
of the independent variable is
usually taken greater than one
. Polynomial equations look
like
• u = a + b2
Type 3: Work study technique:
• Workstudy technique: also know as the work load analysis under this
method the workload and the continuity of operations are determined.
Here working capacity of each employee is calculated in terms of man
hours.
• In this type of HRP the following steps are followed:
• 1) Select the job or process to be studied
• 2) record everything that happens during observation
• 3)develop the most economic method, taking into account all the
circumstances
• 4) measurement of the standard time based on the above observation
• 5) define and install the new method at agreed standard price
Type 4: The Delphi method
• The Delphi method is a structured and iterative technique used in
Human Resource Planning (HRP) to gather expert opinions and
reach a consensus on future HR needs and challenges. It involves a
series of questionnaires or surveys administered to a panel of
experts who provide their judgments anonymously.
The Delphi method
• Here's how the Delphi method is typically used in HRP:
1.Selection of Experts: A panel of experts is selected based on their
knowledge, experience, and expertise in the specific domain of HRP.
These experts can include HR professionals, managers, academics, or
consultants.
2.Questionnaire Development: The HRP team develops a questionnaire
or survey that seeks input and opinions from the panel of experts. The
questionnaire typically includes open-ended or closed-ended
questions related to future HR needs, challenges, and trends.
3.InitialRound: The first questionnaire is distributed to the experts, who
provide their individual responses anonymously. The responses are
collected and analyzed by the HRP team.
The Delphi method
4. Feedback and Summary: The HRP team prepares a summary
report of the experts' responses without revealing individual
identities. This summary is shared with the experts in the
subsequent round of the Delphi process.
5. Iterative Rounds: Multiple rounds of questionnaires and
feedback are conducted to gather opinions and reach a consensus.
In each subsequent round, the experts receive a summary of the
previous round's responses along with additional questions or
prompts for further input. Experts are encouraged to revise
their responses based on the collective feedback received.
The Delphi method
6. Consensus Building: Through the iterative rounds, the Delphi method
aims to achieve convergence of opinions and identify areas of agreement
among the experts. The HRP team analyzes the responses, identifies common
themes, and refines the questions to stimulate convergence and consensus.
7. Termination Criteria: The Delphi process continues until a predefined
termination criterion is met. This could be a specific level of
consensus among the experts or a predetermined number of rounds. The
termination criterion helps ensure that the process does not continue
indefinitely.
8.Reporting and Recommendations: Once the Delphi process is completed,
the HRP team compiles the final results and prepares a comprehensive report.
This report includes the expert opinions, areas of consensus, and
potential implications for HR planning. The findings can inform decision-
making and guide the development of HR strategies and policies.
Prisoner’s Dilemma
• MrBlue and Miss Red have each been arrested for
some minor crime. The police think that they have
committed a serious crime but they don't have
enough evidence to convict them.
• Sothey take them to two separate rooms so that the
can't talk to each other and play a little game
• To
try to force a confession the police give them
each a choice
• "Admit that you and your
partner did the crime and
we will let you go free"
• "Wewill pardon you for the
minor crime but your
partner will have to spend 3
years in prison "
• If you stay silent and your partner
lets us know then you are going
to prison for 3 years
• They both know that the
police don't have evidence
and if they both don't admit
anything then they will go
to prison for 1 year for the
minor crime
• If they both betray each other
that is admit their crime then
they will both go to prison for 2
years
Prisoner's dilemma
• Stayingsilent would be
cooperating and betraying
(admitting) would be
defecting
• Best option would be to stay silent But from red’s perspective
• 1) If she think that blue will stay silent then probably she should admit so
that she can go free
• 2) going free is better than spending a year in prison
• 3) if she thinks he is going to admit then she should definitely admit since
two years in jail is better than 3
• Theyshould both cooperate but from an individual’s
standpoint they notice thy could always gain by defecting.
• They have no control what the other person is going to do
• So both defect to better their condition.
Markov analysis
• Markov analysis is a method used to forecast the value of a variable whose
predicted value is influenced only by its current state, and not by any prior
activity. In essence, it predicts a random variable based solely upon the current
circumstances surrounding the variable.
• Markov analysis is often used for predicting behaviors and decisions within large
groups of people. It was named after Russian mathematician Andrei Andreyevich
Markov, who pioneered the study of stochastic processes, which are processes
that involve the operation of chance. Markov first applied this method to predict
the movements of gas particles trapped in a container.
Time Time Two 
one
Hours Job A Job B Job C Job D Job E Exit
↓
Job A (plant 50 .60 .15 .20 .05
manager)
Job B 75 .10 .80 .05 .05
(foreperson)
Job C 100 .05 .05 .60 .10 .10 .10
(team leader)

Job D 200 .80 .20

(production
worker –
Grade D
senior)
Job E 300 .20 .60 .20
production
worker –
Grade D
junior)

725
Time Time Two 
one
Hours Job A Job B Job C Job D Job E Exit
↓
Job A 50 .60 .15 .20 .05
(30) (7.5) (10) (2.5)

Job B 75 .10 .80 .05 .05

(7.5) (60) (3.75) (3.75)

Job C 100 .05 .05 .60 .10 .10 .10

(5) (5) (60) (10) (10) (10)

Job D 200 .80 .20

(160) (40)

Job E 300 .20 .60 .20

(60) (180) (60)

Total 725 42.5 72.5 73.5 230 190 608.75

quantitative considerations of HR
planning:
• Thequantitative dimensions taken into consideration
conduct the process of HR planning:
• (1)Economic considerations relating to determination of
economic situation in the light of future sales and production
estimates are made
• (2)
Expansion programmes in future are also taken into
consideration
• (3)
Availability of existing manpower resources of different
kind should be kept in mind
• (4)Rate of employee turnover with the help of which
estimates with regard to future in manpower requirements
can be made.
• (5)
Retirement, resignation, promotion, separation from the
organisation, layoffs and dismissals are important
considerations born in mind for initiating process of human
resource planning.
• (6)Changes in management thinking affect manpower
planning example technological changes and diversification
etc.
• E.g.:
Edtech industry in India Like BYJU’s, Unacademy, Upgrad,
Lead, Eruditus.
• E.g.:
Ukraine war affecting wheat, Barley and sunflower oil
food security across the world.
qualitative considerations of HR
planning:
• The qualitative dimensions taken into consideration conduct the process
of HR planning
1) Workload analysis: it is a technical aspect of manpower planning and
includes studies of
A) auditing human resources,
B) studies of work standard and demand analysis
1) Auditing of employees involves preparation of skill inventory, that is-
inventory covering data regarding skills and work priorities of different
categories of workers.
2) Study of work standards is necessary for the quality of workers
required it is indispensable for preparing job analysis which includes job
specifications and job description.
Difference between HRP & HRM
• When one is involved in making decisions concerning an individual
employee about their skills and abilities in relation to filling specific
jobs, then it can be said that one has passed from planning into
resourcing.
• The latter is a ‘doing’ rather than ‘thinking’ activity of planning.
• HRP sets the agenda of what issues need to be addressed,
whereas Resourcing tends to operate over shorter time scales and
is of necessity concerned with quality—right person for the right
job rather than how large is the supply pool.
Framework for HR Planning
activities:
• Thus,HRP techniques can be used in formal planning settings as a
means of obtaining information, in project work, or in long range
forecasting. They can be used at all levels in the organization and
over the short and long term. Note: On the basis of the range of
resources and planning process decisions are taken.
HRP as an integrative process
• The contemporary approach also features a strong link between
individual goals and plans and those of the organization.
• Historically,
programmes have been designed to meet organizational
needs. But in the years ahead, it will be increasingly important to balance
organizational needs with the needs of employees and society at large.
• Employee career interests, relocation preferences and development plans
should be taken into account in need-forecasting
• Societalpressures for disclosure of company policies and practices for
hiring of minorities, more flexible work schedules, and other new
programs should also be evaluated.
• Infuture, what is considered good for individuals should prove to be good
for the company as well.
Need forecasting
• In
many businesses, personnel costs rank near the top among all
costs. Hence interest in improved forecasting and control of staff
extends into all ranks, particularly professional and managerial.
• Thecommon approach or solution to the problem of staffing is the
planning and budgeting process, involving participation by
successive levels of management.
• Advance planning : To improve the objectivity of staffing plans,
companies are also including HRP at an earlier stage in the
planning cycle. Human resource needs must be considered in the
context of long range strategic planning.
• Work Analysis: In many cases, improved control on staffing is
being achieved through closer attention to the actual nature of the
work. In an effort to manage the ‘work’ as well as the ‘people’,
companies attach high priority to the studies of work activities.
• Improved Human resource Information: Companies are now
providing computer-generated analysis of personnel competency,
movement and projected requirement. In large, complex
organizations, large-scale modelling is relied upon to assure
optimal staffing to meet planned organizational objectives.
• Performance measurement & Management : Many executives
are convinced that company’s productivity can be increased
through better management of employee performance. Individual
employee motivation is seen as a key factor, but other factors
such as the structure of job, individual competence, and
appropriateness of performance goals and standards of
measurement are considered important and are more directly and
easily controllable. Basic tools in managing performance are job
description, and appraisal of performance in terms of results
achieved.
• Note: To strengthen managerial practices in the area of
performance management, companies are modifying their
performance planning and appraisal systems, making them simpler
and easier to use, and tailoring them to overcome difficulties
experienced in the past. Employees are being brought more
actively into the process and are being asked to prepare their own
plans and past performance reviews in advance of discussion with
their managers.
• Management policies and philosophy are being liberalized to
encourage open and constructive discussions of performance plans
and results.
• Changing Work-Life: Experiments to improve the ‘quality-of-
work-life’ have pointed towards a flexible job design, flexible
working hours, flexible benefits and compensation, more open
communication, open posting/bidding for job assignments, and
other innovations.
• Many companies are working to build rewards into the job designs,
and to make compensation incentives more meaningful to
employees.
• Careermanagement: Companies are also giving more attention
to employee careers. With high turnover, a limited supply of
competent talent, and changing requirements, career development
has come to the sharper focus of human resource planning.
• Retention
and improved utilization of talents are receiving greater
emphasis in many organizations than external recruitment.
• Individual career planning: Each individual has a contribution to
make to the organization. The challenge for HRP is to develop each
person’s talents fully and match them to the opportunities that
best fit the organizational needs.
• Careers & Retirement: Companies are providing special
counselling and more flexible work/retirement options to
employees facing retirement or career changes.
 Difference between HRM & HRP
Aspect Human Resource Management Human Resource Planning (HRP)
(HRM)
Definiti HRM is the strategic and operational HRP is the process of forecasting an
on management of an organization's organization's future staffing needs and
workforce, focusing on recruitment, ensuring that it has the right people with the
training, development, compensation, right skills in the right positions at the right
and employee relations time.
Focus HRM focuses on day-to-day HR activities, HRP is a forward-looking process that
employee engagement, and managing anticipates future HR requirements and plans
existing workforce to achieve for staffing needs.
organizational goals
Timefra HRM is ongoing and operational, HRP is a long-term and strategic process,
me addressing current workforce issues and usually conducted annually or periodically to
managing existing employees. align HR strategies with business goals.
Scope HRM covers a wide range of activities, HRP specifically deals with forecasting
including recruitment, training, workforce needs, identifying gaps in skills and
performance management, competencies, and creating plans to fill those
compensation, benefits administration, gaps.
and employee relations.
Flexibili HRM needs to be adaptable and HRP is more structured and strategic, focusing
Job Analysis
• Jobanalysis refers to the process of collecting information about
a job. It involves collection of information that should include
knowledge, skill and ability (KSA) the incumbent should possess to
discharge a job effectively.
• Then what is the difference between job analysis and job design?
• Jobanalysis includes the process of collecting information relating
to the operations and responsibilities of a specific job.
• Whereas job involves systematic attempt to organise tasks, duties
and responsibilities into a unit of work to achieve certain
objectives
Example:
• Job analysis to work at a pizzeria includes:
• 1) ability to stand for a long period of time
• 2) work long hours
• 3) good interfacing with the customer
• 4) neat and clean in appearance
• 5) able to work on weekend shift
Example:
• Now for the job design
• The manager will look at other factors such as :
• 1)
he will implement rubber mats since the cooks have to stand for a long
period of time
• 2)
the store is well lit which creates an ambiance that increases positivity
during the busy times
• 3) clean uniforms with lots of aprons at disposal
• 4)
hand wash stations near the cash register when the cook handles
customers
• Job
analysis can be broken down to job description and job
specifications
• (i) Job description, and
• (ii) Job specification
• Jobdescription, indicates what all a job involves—tasks and
responsibilities tagged on to a job, job title, duties, machines, tools
and equipment, working conditions and hazards form part of job
description.
• jobspecification : The capabilities that the job-holder should
possess form part of job specification. They include - education,
experience, training, judgement, skills, communication skills and
the like are a part of job specification.
Difference between job
description and job specification
job description job specification
Lists out job title, duties, tasks and Employee's qualification,
responsibilities involved in skills and abilities.
a job.
What is it? It expresses what a It expresses what an
prospective employee applicant must possess for
must do when he will get getting selected.
the placement
Prepared from Job Analysis Job Description
Describes Jobs Job Holders
Comprises of Designation, place of Educational qualifications,
work, scope, salary range, experience, skills,
working hours, knowledge, age, abilities,
responsibilities, reporting work orientation factors,
authority etc. etc.
In case of the pizza store example
• The job description can be prepared • Onthe other hand the Job
by conducting specification can be prepared by
• - job identification cumulating information about:
• -job summary • -qualification

• -job duties and responsibilities •- experience

• - work conditions •- Physical characteristics
• - machine tools and equipment •- social characteristics
• - social environment
• - supervision
• - Related to other jobs
Method collecting data for job
analysis
• 1) Individual method (observation): in case of the pizza store example the HR
would have a one on one discussion with pizza store manager, the delivery driver
and the front staff to find out what sort of responsibility to list for cooks
• 2) group interview method: The HR manager can set up a meeting timing and
meet the current employees in a group setting to provide the required information
• 3) questionnaire method: where the HR manager will provide a questionnaire to
the employees to list the items they seek in a prospective cook.
• 4) technical conference method: this is when the HR manager will reach out to
the franchise owner if they seek any information responsibility on the cook, for eg :
science behind pizza making on stone oven (wood fire pizza)
• 5) videos or physical observation: the HR manager may spend time at the store
and learn about responsibilities that a cook has.
https://m.facebook.com/17841451628847530/videos/773518014454663/
Importance of job analysis
• 1) facilitates proper publicity of the job
• 2) selection of applicable psychological test
• 3) facilitates purposeful interviews
• 4)facilitates scientific selection: here’s when job design works
simultaneously- if the position requires technical competence then by using
job design a training can up for the new employee and their competency can
be assessed prior to starting the job
• 5) facilitates scientific promotion and transfer
Subsets of Job Analysis

JOB ANALYSIS
Job
Job
specif
descri
icatio
ption
n
• Theprimary objective of an • How to tie these objectives to job
organisation is to design to ensure company’s
increased profitability?
• A) increase profits • Thereby the job designs can be
• B)reduce absenteeism and impacted in two ways
turnover, • Influence on individual design –
• C)increase the employee • A) Job rotation
performance and lastly • B) Job enlargement
• D) greater job satisfaction • C) Job enrichment
• Influence on group design
• A) Work teams
• B) Work groups
Job design Definition
• Jobdesign involves conscious efforts to organise tasks, duties and
responsibilities into a unit of work to achieve certain objectives. Job
design follows job analysis.
• The logical sequence to job analysis is job design.
• Thus, job design involves three steps:
• 1.​The specification of individual tasks,
• 2.​The specification of the method(s) of performing each task, and
• 3.​Thecombination of tasks into specific jobs to be assigned to
individuals.
Influence on individual Job
design
1) Job Rotation Job rotation refers to moving employees from job to job to add
variety and reduce boredom by allowing them to perform a variety of tasks.
• Whenan activity is no longer challenging, the employee would be moved to
another job at the same level that has similar skill requirements. It reduces
boredom and disinterest through diversifying the employee’s activities.
• Jobrotation also has its drawbacks. Training costs are increased, work is disrupted
as rotated employees take time to adjust to a new set-up, and it can demotivate
intelligent and ambitious trainees.
2) Job Enlargement refers to the expansion of the number of different tasks
performed by an employee in a single job.
For example, an auto mechanic undergoes job enlargement when he switches from
only changing oil to changing oil, greasing and changing transmission fluid. Job
enlargement attempts to add somewhat similar tasks to the existing job so that it
has more variety and be more interesting.
• 3)
Job enrichment involves adding more motivators to a job to
make it more rewarding. Job becomes enriched when it gives job-
holder more decision-making, planning and controlling powers.
• Eg:
Sodexo coupons, recognition of employee of the month (bank
branches), recommending someone’s name on LinkedIn.
• Job
Redesign is the approach to revisiting and restructuring jobs to
meet the specific needs of a particular segment of the workforce.
• It
includes the process of segmenting the workforce and identifying the
ideal profile of worker for each job allows the employer to tailor the job
specifically to attract and retain the specific employees.
• E.g.
:Government allowing lateral entry by industry heads in
government positions
• Job redesign can take many forms. The following are some of the
more common approaches:
• job enlargement – getting a job holder to do more (typically of a
similar level of work)
• job enhancement – getting a job holder to do more value added
work (typically by transferring work and responsibilities from the
next higher level)
• job sharing – splitting the job such that the work is completed by
2 or more people
Recruitment policy
• The recruitment policy of an organisation spells out the objectives
of recruitment and provides a framework for implementation
of program in the form of procedures.
• It
may involve a commitment to broad principles filling vacancies
with the best qualified individuals.
• The recruitment policy may embrace several issues, such as the
extent of promotion from within, attitudes, policies in terms of
recruiting old, handicapped and minor individuals minority group
members part-time employees and relatives of present employees,
etc.
• Explicitly, an organisational system is a function of the size of an enterprise. In
smaller enterprises there may be merely informal recruiting procedures and the line
official may be responsible for handling the function along with his usual
responsibilities.
• In large organisations, there are usually staff unit attached with personnel or
industrial relations department called employment or recruitment office. The
specialisation of recruitment enables staff personnel to gain higher skills in
recruitment techniques and their evaluation.
• However, Recruitment remains the line responsibility as far as personnel requisition
forms are originated by line personal, who also have the final word in the
acceptance or rejection of particular applicant.
• Note: Line management refers to the management of employees who are directly
involved in the production or delivery of products, goods and/or services. As the
interface between an organisation and its front-line workforce, line management
represents the lowest level of management within an organisational hierarchy
• Reservation is a system of Affirmative Actions in India that provides
historically disadvantaged groups representation in education, employment,
government schemes, scholarships and politics.
• Affirmative action, also known as positive action or positive
discrimination involves sets of policies and practices within a government
or organization seeking to include particular groups that were historically
discriminated against based on their ethnicity in areas in which such groups
are underrepresented, mistreated or suffer from lack of public support —
such as education and employment
• Upon entering the Costa Coffee outlet in Green Park, South Delhi,
everything seems as normal as it is at any other coffee house, hence it
takes a while to notice that the outlet is operated by hearing and speech
impaired employees.
• Not only Costa, but other cafes, restaurants and retail outlets like Lifestyle,
Kentucky Fried Chicken (KFC), Hyper City, Max, Dominos and Reliance retail,
among others, are increasingly employing these people as cashiers,
attendants, executives, store administrators and merchandisers, who
welcome people with their infectious smiles.
• Cafe Coffee Day too, has tied up with various Non-Governmental
Organisations (NGOs) to work out avenues to employ more number of
differently-abled people. Hundreds of speech and hearing impaired people
are employed at their cafes and are popularly called the ‘silent brew
masters’.
Sources of recruitment
• In
general, the sources of employment can be classified into two
types—internal and external.
• Filling
a job opening from within the organization has the following
advantages (internal recruitment) :
Stimulating preparation for possible transfer or promotion
Increasing the general level of morale, and
Having more information about candidates through past performance
appraisals.
Inevitably, the companies must go to external sources for lower-entry
jobs, for expansion and for positions whose specifications cannot be
met by the existing manpower.
Further classification of sources of
recruitment
• Advertisement : It is a very important and popular source of generating manpower.
Companies advertise in widely circulated newspapers. Information about the company, the
job and job specifications (age, education, past experience, likely emoluments, etc.) are
included in the advertisement to attract suitable candidates to apply for the job.
• The advertisement is the most fragile contact between prospective candidates and the
potential employer.
• Also, as each advertisement competes with many others for attention, we can expect a
few seconds scan from the reader.
• Marketing people have a simple but effective guide—AIDA—for creating good
advertisements.
• A : Attract the reader’s Attention
• I : Generate Interest in the vacancy
• D : Create Desire for the job
• A : Stimulate the reader to take Action
Employment exchanges
• Employment exchanges established in various cities as per public
policy, offer yet another important source of recruitment. They
maintain separate databases for non-graduates, graduates and
postgraduates. In our country, it is obligatory for the government
departments and PSUs to notify the vacancies to the local
Employment Exchange who directs the candidates meeting the
basic qualification requirements. Eg : The Institute of Banking
Personnel Selection is a government owned bank personnel
recruitment agency under the jurisdiction of Ministry of Finance,
GOI.
• IBPS PO 20-21 candidates: 6.78 lakhs (1: 101:3)
• IBPS Clerk 20-21 candidates: 7.41 lakhs (1: 101:3)
Placement Agencies
• Some agencies and associations are established to supply
candidates in terms of the requirements. The companies intimate
their requirements to them who forward a panel of suitable
candidates for recruitment. This is a good source for recruitment
especially for professional and managerial positions.
• Example: Naukri.com, Shine Recruiter, Monster.com
Educational Institutions
• Some companies make special efforts to establish and maintain
constructive relationships with institutions so as to obtain suitably
qualified manpower.
• Such companies conduct campus interviews in different
educational institutions for lower/middle level managerial
positions.
• Inorder to provide incentives, some companies select the students
from the final year.
Recommendation of present
employees
• Some companies ask the present employees to recommend new
recruits. This method provides preliminary screening as the
present employee knows both the company and his acquaintances
and presumably would attempt to please both.
Labour unions
• As
a part of welfare measure, many organizations provide
employment to the next-of-kin of employees died while in service.
Leasing
• Toadjust to short-term fluctuations in personnel needs, the
possibility of leasing personnel should be considered. In leasing,
the company not only gets well-trained personnel but also avoids
any obligations in pension, insurance and other fringe benefits.
Processes involved in recruitment
Processes involved in selection
• Selection usually includes several stages and various activities,
which include:
• Preliminary Interview
• Blank Application
• Selection test : Conducting an examination (aptitude test,
intelligence test, performance test, personality test, etc.)
• Selection Interviews
• Checking references
• Medical tests
• Definition:Recruitment is the process of searching for
prospective employees and stimulating them to apply for the job in
the organization
• Definition:Selection targets the identification of the most
appropriate prospective employee from a group of applicants.
Difference between recruitment and selection:
Scope Recruitment selection

Range of activity Recruitment is a broad range of The selection process focuses on a

activities that deal with HR needs key set of activities, including
to onboarding new staff and assessing a range of candidates,
typically includes selection. selecting an appropriate
candidate, rejecting those not
suitable.
Quantity vs. In contrast, the earlier stages of Selection focuses on the down
Quality focus recruitment focus on quantity selection (scrutiny and
obtaining numbers or a pool of assessment) and the final
candidates that meet high-level candidate’s quality, identifying
requirements. the ‘best and most suitable.’
Skills The wider recruitment process is The selection process has a more
likely to involve a more broad narrow skillset that of sifting,
skill set, defining requirements, analyzing, decision making.
advertising roles, onboarding, etc.
Levels of relatively junior members of the selection process is usually
responsibility staff can undertake certain administered by more senior
• Note: Onboarding, also known as organizational socialization, is
management jargon first created in the 1970s that refers to the
mechanism through which new employees acquire the necessary
knowledge, skills, and behaviors in order to become effective
organizational members and insiders
Selection process in HRM
• The
basic principle for the recruitment and selection is, the “right
man for the right job.”
• the
following steps are generally performed for the selection of
employees:
• 1) Preliminary Interview:
• The Executive of the organisation conduct a brief interview of the
candidates to determine whether it is worthwhile for the candidate
to fill up the blank application. Minimum qualifications and
experience of the candidate, his age, etc., are ascertained.
Preliminary interview helps to eliminate those candidates who are
unfit for the job.
• 2. Blank Application:
• The candidates who succeed in preliminary interviews are required
to fill in a specially drafted blank application form. It provides a
written record of the qualifications, experience age, etc., of
candidates.
3 Selection Tests:

• Candidates may have to undertake selection tests to establish their claim

for the job.
• Selection tests are classified into six types:
• (i) Aptitude Tests: Aptitude means the potential which an individual has
for learning the skills required to do a job efficiently. Aptitude tests
measures an applicant’s capacity and his ability to learn a given job if
given adequate training. These tests are the most promising indices for
predicting employee’s success. Aptitude tests can be divided into >
• A) intelligence tests,
• B) Psychomotor tests,
• C) specific aptitude tests such as: mechanical aptitude tests, clerical
aptitude tests, etc.
• A)intelligence tests: These tests are used to measure a person’s
capacity for reasoning and comprehension in terms of his
memory, mental alertness, vocabulary, and grasping
capacity. A candidate’s IQ or mental alertness can be estimated
through intelligence tests. The tests consists of logical reasoning
ability, data interpretation, comprehension skills and basic
language skills.
• B)Psychomotor Tests: These tests judge abilities like manual
dexterity, motor ability and eye-hand coordination of
candidates. These tests are useful to select semi­skilled workers
and workers for repetitive operations like packing, watch assembly,
quality inspection, etc.
Eg: Prospective commercial pilot typically log at least 250 hours of
flying time to earn their license, including 50 hours of cross-country
flying and 100 hours of pilot-in-command time. They also complete
at least 10 hours in a complex aircraft and 10 hours of instrument
training.
• C) specific aptitude tests :
• 1) mechanical aptitude tests: These tests deal with the ability
of the candidate to do mechanical work. These tests are useful for
selecting apprentices, skilled mechanical employees, technicians,
etc.
• 2)clerical aptitude tests: These tests measure specific
capacities involved in office work, like spelling, computation,
comprehension, copying, word measuring, etc.
• (ii)
Achievement Tests: The candidate’s achievement in his
career is tested regarding his knowledge about the job and
actual work experience. These tests are more useful to measure
the value of specific achievement when an organization wishes to
employ experienced candidates.
• A) Job Knowledge Tests Under this test, a candidate’s knowledge
is tested for a particular job. For example, if a junior lecturer
applies for the job of a senior lecturer- he/she may be tested in job
knowledge about a particular subject.
• B) Work Sample Test: Under this test a portion of the actual work
is given to the candidate as a test and the candidate is asked to do
it. Eg : writing articles for a news paper.
• (iii)
Situational Tests: These tests evaluate a candidate in a similar
real life situation. In these tests, the candidate is asked either to
cope with the situation or to solve critical situations of the job.
• Classification of situational tests:
• A)Group Discussion: Under this test, candidates are observed in
the areas of leadership, proposing valuable ideas, conciliating skills,
oral communicating skills, coordinating and concluding skills.
• B)In basket :Situational test is also administered through ‘in
basket’. The candidate, in this test, is supplied with actual letters,
telephone and telegraphic message, reports and requirements by
various officers of the organization. The candidate is asked to take
decisions on various items based on the in basket information.
• Iv)
Proficiency tests: seek to measure the skill and abilities
which the candidate already possesses at the time of testing.
Trade tests or skill tests are examples of proficiency tests.
• Eg: IELTS : International English Language Testing System
• V)Interest Tests: Interest tests identify patterns of interest,
that is, areas in which the individual shows special concern,
fascination and involvement. These tests will suggest what
types of jobs may be satisfying to the employees.
vi) Personality Tests:
• Personality tests are aimed at finding out emotional balance, maturity, temperament, etc.,
of the candidate. It is very difficult to design and use these tests as they are concerned with
discovering clues to an individual’s emotional reactions, maturity, etc. by Lewis Goldberg
• five personality dimensions:
• OCEAN
• Openness to experience (emphasizes imagination and insight the most out of all five
personality traits).
• Conscientiousness- high levels of thoughtfulness, good impulse control, and goal-directed
behaviors
• extroversion (sociability): characterized by excitability, sociability, talkativeness,
assertiveness, and high amounts of emotional expressiveness
• Agreeableness: includes attributes such as trust, altruism, kindness, affection, and other
prosocial behaviors.
• Neuroticism: trait characterized by sadness, moodiness, and emotional instability
4. Selection Interview

• Interview serves as a means of checking the information given in the

application forms and the tests results. It also provides an opportunity to
the candidates to enquire about the job during interview. Managers get
an opportunity to take a decision about their suitability for employment.
• Eg :
• Group interview
• Depth interview
• Stress interview
• Structured interview
• Unstructured interview
• Group interview : In this type of interview, all the candidates or a
group of candidates are interviewed together. Group interviews are
conducted to save time when there is a large number of
applications for a few job vacancies. A topic will be given to discuss
among the candidates and the interviewer judges the
innovativeness and behavior of each candidate in the group.
• Depth interview: is a semi-structured interview, where the
candidates have to give a detailed information about their
education background, work experience, special interests, etc. And
the interviewer takes a depth interview and tries in finding the
expertise of the candidate.
• Stress interviews: are conducted to discover how a candidate
behaves in stressful conditions. In this type of interview, the
interviewer will come to know whether the candidate can handle the
demands of a complex job. The candidate who maintains his
composure during a stress interview is normally the right person to
handle a stressful job.
• Structured interview : In this type, the interview is designed and
detailed in advance. A structured interview is pre-planned, accurate,
and consistent in hiring the candidates.
• unstructured interview: This type of interview is an unplanned
one, where the interview questionnaire is not prepared. Here, the
effectiveness of the interview is less compared to that of structured
interview.
• Stress interviews: are conducted to discover how a candidate
behaves in stressful conditions. In this type of interview, the
interviewer will come to know whether the candidate can handle the
demands of a complex job. The candidate who maintains his
composure during a stress interview is normally the right person to
handle a stressful job.
• Structured interview : In this type, the interview is designed and
detailed in advance. A structured interview is pre-planned, accurate,
and consistent in hiring the candidates.
• unstructured interview: This type of interview is an unplanned
one, where the interview questionnaire is not prepared. Here, the
effectiveness of the interview is less compared to that of structured
interview.
5. Checking References

• References are generally required to enquire about the

conduct of those candidates who have been found
suitable in the interviews and tests. References can be
collected from the previous employers, colleges last
attended or from any other reliable source.
6.Medical Examination:

•A physical examination of the potential employee is

necessary for the company, to protect itself against the
risk of claims for compensation from individuals who are
afflicted with disabilities.
7.Final Approval

• After
a candidate has cleared all the hurdles in the
selection procedure, he is formally appointed by issuing
him an appointment letter or by making a service
agreement with him.
Placement
• Placementis the determination of the job to which an
accepted candidate is to be assigned and his
assignment to that job.
• In
the simple words placement is concerned with the
sending of newly selected personnel to some
department for work. It is also concerned with the
assignment of authority and responsibility to the new
comer in the organisation.
Relation between Selection,
Recruitment and Job Analysis
Importance of Placement
• 1. Improves the morale of the employees
• 2. Reduces employee turnover
• 3. Decreases accident rates
• 4. Enhances labour productivity
• 5. Clarifies expectations.
Top 4 Principles of Placement
• (i)
Job requirement – Man should be placed on the job according to
the requirement of the job rather than qualification and
requirement of the man.
• (ii)
Qualification – The job offered should match with the
qualification possessed by an employee.
• (iii)
Information – All the information relating to the job should be
given to the employees along with the prevailing working
conditions. They should also be made known that they have to pay
penalty for wrong doing.
• (iv)
Loyalty and Co-operation – Every effort should be made to
develop a sense of loyalty and co-operation in employees to make
them understand their responsibilities
5 Major Problems Faced by Personnel
Manager in Placement of New Employees

• 1. Employees Expectations
• 2. Job Expectations
• 3. Technological Change
• 4. Changes in Organizational Structure
• 5. Social and Psychological Factors
Induction in HRM- Need for
Induction
• Ascompanies work hard to recruit the right candidate for their
organization, it is equally important for them to carry out a well-
planned and organized induction session for the new recruits.
• The induction programme is an ideal occasion for the managers to
influence the candidates positively.
• Aninduction process is also conducted for the benefit of the
experienced employees, who have been either transferred or
promoted.
• Theprime aim of an induction session is to guarantee a successful
integration of the employees and the management.
•A well-planned induction programme increases staff retention.
Definition
• Induction
is the process for welcoming newly recruited employees and
supporting them to adjust to their new roles and working
environments.
Objectives of induction
• To help the new employee to develop a close and cordial
relation with the existing employees.
• To give the new employee necessary information such as –
location of the different building, company rules, leave
rules, rest periods etc.
• To help the new employee overcome his natural shyness
and nervousness in meeting the new people in the
organization.
• To develop a sense of belongingness and loyalty among
new employees.
• To help the employees know the different facilities and
opportunities available in the organization.
Advantages of Induction
• The induction programme is an ideal occasion for the
managers to influence the candidates positively, in
order to extract the best pos­sible outcome from them.
• Research has also shown that a well-planned induction
programme increases staff retention.
• The induction process entails orientation which
helps to develop their aptitudes and talents.
• It clearly required to state what is expected of new
employees- the standards and style of the work
they are to perform.
Difference between induction &
orientation
Scope Induction orientation

Meaning Induction is the process of Orientation is a more formal process

welcoming new employees into that occurs after induction and is
the organization and officially carried out to help the employees
making them a part of the adjust to their position and the
organization. work environment.
Duration Induction is of a shorter duration Orientation, however, extends for
and is typically carried out on only longer time periods and may often
the day the employee formally be carried out for a few weeks.
joins the organization.
order Induction typically occurs first Orientation follows induction
and is followed by orientation.
Includes Employees are provided a preview the employees are made familiar
about their jobs and the with the work environment,
company so that they know the machines, tools and tasks that they
kind of people and environment are supposed to carry out.
they will be working with
Kind of one-way process in which the two-way process where both
process employer explains the new recruits the manager and the employee