Transcript THE CONCEPT OF BEST FIT EMPLOYEE

Unit - II
I. Arul Edison Anthony Raj,
MBA, M.Phil., PGDIB, ADHRM(UK).
Assistant Professor
E.G.S. Pillay Engineering College, Nagapattinam.

Human resource planning (HRP): The
Process of systematically reviewing human
resource requirements to ensure that the
required numbers of employees, with the
required skills, are available when and where
they are needed.

According to Leon C. Megginson, human
resource planning is “an integrated approach
to performing the planning aspects of the
personnel function in order to have a sufficient
supply of adequately developed and motivated
people to perform the duties and tasks required
to meet organizational objectives and satisfy
the individual needs and goals of
organizational members.”
The important obj., of manpower planning in
an org., are:
 To recruit & retain the human resources of required quantity
and quality.
 To foresee the employee turnover and make the arrangements
for minimizing turnover and filling up of consequent vacancies.
 To foresee the impact of technology on work, existing
employees & future human resource requirements.
 To improve the standard, skill, knowledge, ability, discipline,
etc.
 To minimize imbalances caused due to non-availability of
human resources of the right kind, right number in right time
and right place.
Human Resource Planning
Forecasting
Human Resource
Requirements
Comparing
Requirements &
Availability
Forecasting
Human Resource
Availability
Demand
=
Supply
Surplus
of
Workers
Shortage of
Workers
Recruitment
No
Action
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing
Selection

Process of HRP consists of the following steps:
 Analyzing the corporate & unit level strategies.
 Demand Forecasting: Forecasting the overall human resource
requirements in accordance with the organizational plans.
 Supply Forecasting: Obtaining the data & information about the
present inventory of human resource and forecast the future changes
in the human resource inventory.

Human resource forecasting is the process by
which an organization estimates it future
human resource needs.
Human Resource
Forecasting
Forecasting
human
resource
demands
Forecasting
human
resource
supplies

Human resource forecasting may be categorized
into three based on the time frame, as:
 Short range forecasting (0 – 2 years),
 Intermediate range forecasting (2 – 5 years), and
 Long range forecasting (beyond 5 years).

Zero-base forecasting:
 A method for estimating future employment needs using the
organization’s current level of employment as the starting
point.

Bottom – up approach:
 A forecasting method beginning with the lowest organizational
units and progressing upward through an organization
ultimately to provide an aggregate forecast of employment
needs.

Simulation:
 A technique for experimenting with a real – world
situation by means of a mathematical model that
represents the actual situation.
▪ What would happen if we put 10 percent of the present
workforce on overtime?
▪ What would happen if the plant utilized two shifts? Three
shifts?

An estimate of the number and kinds of
employees an organization will need at future
dates to realize its stated objectives.

Managerial Judgment:
 Under this method, managers decide the number
of employees required future operations based on
their past experience.

Statistical techniques include:
 Regression analysis, Ratio-trend analysis and
econometric models

Work study techniques:
 Under this method, total production & activities in term of
clear units are estimated in a year.
 Then man-hours required to produce each unit is
calculated.
 Later, the required number of employees is calculated.

The future supply of human resources is to
obtain the data and information about the
present human resources inventory.
 Existing Inventory: The data relating to present
human resources inventory in terms of human
resources components, number, designation-wise and
department-wise should be obtained.

Outsourcing: Most of the org., started to plan for
outsourcing human resources rather than HRP in
order to
 Reduce the cost of human resources
 Avoid the difficulties in human resources mgt., &
 Reduce the negative implications of overstaffing.
Job analysis is a systematic process of
gathering and making certain judgments
about all of the important information
related to the nature of the job.
 Job analysis is a systematic way to gather
and analyze information about the content
of jobs, human requirements, and the
context in which job are performed.

Job Analysis
A process for obtaining all
pertinent job facts
Job Description
A statement containing items such
as
• Job title
• Job code
• Location
• Job summary
• Job duties
• Working conditions
• Approvals
Job Specification
A statement of the human
qualifications necessary to do the
job. Usually contains items such as
• Education & Experience
• Aptitudes
• Physical efforts
• Physical skills
• Communication skills
• Emotional characteristics
 Job
analysis may be defined as the
process of studying and collecting
information
relating
to
the
operations and responsibilities of a
specific job.

Job analysis provides answers of the following
aspects of the job:
 What a worker does? (Worker functions)
 How a worker does it? (methods and techniques)
 What aids are necessary? (machines, tools, equipment's)
 What is accomplished? (products/services produced)
 What knowledge, skills, abilities are involved? (qualifications
required)
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Job element: It is the smallest unit into which
work can be divided.
Task: It is a distinct work activity carried out
for a distinct purpose.
Duty: Its defined area of work (duty in a
number of tasks).
Position: It is the set of tasks & duties
performed (each person in an org., has a
position).
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Job: Duties and responsibilities.
Job family: A group of two or more jobs that
have similar job duties.
Occupation: It refers to a general class of
jobs.
Career: Sequence of jobs that an individual
has held throughout his or her working life.
Job description*: Statement of duties &
responsibilities of a specific job.

Job Specification: It is a statement of min
acceptable
human
qualities
necessary
to
preform a job properly.

Job Classification: Specified basic such as kind
of work or pay.

Job evaluation: Determining the worth of a job
in relation to other jobs.

Preparation of job descriptions

Writing job specification

Legal compliance

Job design

Recruitment

Selection

Performance appraisal

Training and development

Career planning and development

Compensation and benefits

Safety and health
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Observation method
Interview method
Structured questionnaires method
Employee diary / log method
Technical conference method
Structured analysis
 Position analysis questionnaire (PAQ)
 Functional job analysis (FJA)

Combination method.

Job description is a written description of what
the job entails.

It is a written statement of the content of a job
which is derived from he job analysis. It states
what the job holder does, how it is done, under
what conditions it is done and why it is done.

A job specification is a document which
states the minimum acceptable human
qualities necessary to perform the job
successfully.

Actually, the job specification evolves from
the job description.

The process of attracting individuals on a
timely basis, in sufficient number, and with
appropriate qualifications, and encouraging
them to apply for jobs with an organization.

Some people use the term ‘recruitment’ for
employment.

According to Edwin B. Flippo defined
recruitment as “the process of searching for
prospective employees and stimulating them
to apply for jobs in the organization”

To infuse fresh blood at all levels of the org.,

To induct outsiders with a new perspective to
lead the company,

To search or head hunt / head pouch people
whose skills fit the company’s values,

To search for talent globally and not just within
the company,
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Human Resource Planning
Alternatives to Recruitment
Recruitment
Internal Sources
External Sources
Internal Methods
External Methods
Recruited Individuals

Outsourcing: Transferring responsibility for an
area of service and its objectives to an external
provider.

Contingent Workers: Work as Part timers,
temporaries, or independent contractors,

Professional employer organization (PEO):
Employee Leasing
Sources of Recruitment
Traditional Sources
Internal
Job Posting
Job Bidding
Re-trenched /
Retired Employees
Dependents of Deceased
Disabled, Retired
and present
Employees
Modern Sources
External
Campus
Recruitment
Private Employment
Agencies/Consultants
Public Employment
Exchanges
Professional
Associations
Data Banks
Casual Applicants
Similar
organizations /
Competitors
Trade Unions
Internal
Employee
Referrals
External
Walk-in Application
Consult in
Head Hunting
Body shopping
Mergers and
Acquisitions
Tele
Recruitment
Outsourcing
Job Fair
Advertising
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The process of choosing from a group of
applicants those individuals best suited for a
particular position and organization.

According to P Subba Rao defines, after
identifying the sources of human resources,
searching for prospective employees and
stimulating them to apply for jobs in an
organization, the management has to
perform the function of selecting the right
employees at the right time. The obvious
guiding policy in selection is the intention to
choose the best qualified and suitable job
candidate for each unfilled job.

Someone should have the authority to select.
This authority comes from the employment
requisition, as developed by an analysis of the
work-load and work-force.

There must be a sufficient number of applicants
from whom the required number of employees
may be selected.

The manner in which tasks & responsibilities
for accepting or rejecting candidates should
be shared by line & staff executives must be
laid down.

The personnel development should eliminate
unsuccessful candidates.

Line executive is ultimately vested with the
authority either to accept or to reject a
candidates.

The personnel officer has a duty to see that
the right types of personnel are selected and
placement is done wisely.

Selection procedure employs several methods of
collecting information about the candidate’s
qualifications, experience, physical & mental
ability, nature and behaviour, knowledge,
aptitude & the like of judging whether a given
applicant is suitable or not for the job.

The selection procedure is not a single act but
is essentially a series of methods or stages by
which different types of information can be
secured
techniques.
through
various
selection
Development of Bases for Selection
Job Analysis
Application / Resume / CV / Bio-data
Written Examination
Human Resource Plan
Preliminary Interview
Business Games
Recruitment
Tests
Final Interview
Medical Examination
Assess the Fit b/w the Job &
the Candidate
Reference Checks
Line Manager’s Decision
Job Offer
Employment

When once the candidate reports for duty,
the organization has to place him initially in
that job for which he is selected.

Immediately the candidate will be trained in
various related jobs during the period of
probation of training or trail.

The organization generally decides the final
placement after the initial training is over on the
basis
of
the
candidate’s
aptitude
and
performance during the training / probation
period.

Probation period generally ranges between six
months to two years.

If the performance is not satisfactory, the
organization may extend the probation or ask
the candidate to quit the job.

If the employee’s performance during the
probation period is satisfactory, his services will
be regularized & he will be placed permanently
on a job.
Collect details about the employee
Construct the employee’s profile
Match between sub-group profile & individual’s profile
Compare sub-group profile to job family profile
Match between job family profile and sub-group profile
Assign the individuals to the job family
Assign the individual to specific job after further counselling & assessment.
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Employee expectations

Job expectation / description

Change in technology

Change in technology

Changes in organizational structure
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Social and psychological factors
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Job rotation
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Teamwork
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Training and development
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Job enrichment
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Empowerment
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Introducing the new employee who is
designated as a probationer to the job, job
location,
surroundings,
organization,
organizational surroundings and various
employees is the final step of employment
process.

“Induction is the process of receiving and
welcoming an employee when he first joins a
company
and
giving
him
the
basic
information he needs to settle down quickly
and happily and start work”.

To create a favorable impression
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To reduce anxiety and hazing
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To develop realistic job expectations
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To reduce start-up costs
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To save time and effort
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To improve new worker productivity
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To reduce turnover
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To reduce conflict
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To strengthen organization culture
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General orientation (by the staff of the HR
department)
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Specific orientation (by the job supervisor) &
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Follow-up orientation (by either the HR
department or the supervisor)
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Socialization strategies is used for orienting new
employees

Orientation is a narrow term (only a small part of
the overall socialization process).
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Socialization may be defined as a process of
adaptation to a new culture of the organization.

When one begins a new job, or accept a
lateral transfer, or get a promotion, one is
required to understand the new dynamics,
new environment, different work activities, a
new boss, etc., and adapt accordingly.

The socialization addresses these issues.