Post on 28-Nov-2014
HUMAN RESOURCE PLANNING
MEANING AND DEFINITION
HR Planning means that the planning of providing right type and right number
of people in order to carry out the objective of an organization. It can be also called
manpower planning, personal planning or employment planning which includes
managerial activities that set the company’s objectives for the future. Human resource
management starts with the HRP and after that an organization fills up the vacancies
through the selection and recruitment process.
HRP is defined as the process by which an organization ensures that it has the
right number and kind of people, at the right place, at the time, capable of effectively
and efficiently completing those tasks that will help the organization to achieve its
overall objectives. HRP includes the estimation of how many qualified people are
necessary to carry out the assigned activities, how many people will be available, and
what, if anything must be done to ensure that personnel supply equals personnel
demand at the appropriate point in the future.
IMPORTANCE OF HRP
HRP plays an important role in the field of HRM.
1. Future Personnel Needs
HRP is very helpful to determine the needs of future personnel. The organizations
have to correctly plan or decide the number of future personal needed for their jobs. If
their plan is defective, it will result in surplus or deficiency in staff strength. If there is
surplus, they have to resort to ‘voluntary retirement’ scheme to remove the excess
staff. If there is succession planning, such problem will not come.
2. Coping with Change
HRP helps the enterprises to co-operate with changes in the field of
competitive forces, markets, technology, products, and government regulations and
these changes generate changes in job content, skill demands and number and type of
personnel.
3. Creating Highly Talented Personnel
Now a days jobs are becoming highly intellectual and incumbents are getting
professionalized. People who are highly qualified than they are selected are creating
frequent shortages in the organization by seeking another jobs. The technology
changes will often up grade or degrade jobs. As technology changes new jobs are
created and people are hired, but the industry could not retrench its workers for the
new jobs. And so, they have to return and redeploy the old workers (not all) who may
not be competent for the new job. The personnel who are more talented, experienced
and qualified, are frequently required in accordance with the technology changes.
HRP will help to avoid this entire situation.
4. Protection of Weaker Sections
HRP helps to protect the interests of the weaker groups by giving sufficient
opportunities to them.
5. International Strategies
For international business, employment of foreign nationals and the
reassignment of employees from within or across national borders are necessary in
order to achieve international expansion strategies. HRP helps employment,
recruitment, selection, and placement etc in the field of international business.
6. Foundation for Personnel Functions:-
It provides the necessary information for designing and implementing
personnel functions like recruitments, selection etc.
7. Increasing Investments in Human Resources
The employees who gradually develop their skills and abilities will be more
valuable resources. So organizations make the investments in its human resources
either through direct training or job assignments.
8. Resistance to change and more
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Without HRP, it will be very difficult for the organization to assume when it
can more employees around anywhere and anytime it needs in case of changes like
self-evaluation and evaluation of loyalty and dedication.
9. Other benefits
1. Upper management
2. less personnel costs due to anticipation of imbalances by
the management.
3. More time
4. Better opportunities in including women and weaker groups.
5. Better planning of assignments in order to develop manager.
6. Major and successful demands on local labor markets.
FACTORS AFFECTING HRP:-
The important factors are
1. Type and strategy of organization.
2. Organizational growth cycles and planning.
3. Environmental uncertainties.
4. Time horizons.
5. Type and quality of forecasting information.
6. Nature of jobs being filled and
7. Off – loading the work.
1.Type and Strategy of Organization
The type of information determines the production process involved, number
and type of staff needed and the supervisory and managerial personnel required.
2..Organizational Growth Cycles and Planning
Whenever an organization grows, planning is a must for lay – off,
retrenchment and retirement; it is very much effective in case of serious financial and
sales shocks.
3. Uncertainties
The environmental uncertainties like political, social and economic changes
will be overcome by formulating recruitment, selection, training and development and
policies and programme .
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4.Time Horizons :-
There are short terms plans and long term plans.
5.Type and Quality of information
The type of the information depends on the quality of data with respect to
organizational structure, budgets, production schedules etc.
6.Nature of Jobs being filled
For the recruitments of suitable candidates, sufficient time shall be given by
anticipating job vacancies.
7. Off-Loading the work:-
When orgainzations have excess labour they off load part of their work to
outside parties.
THE PLANNING PROCESS :-
The planning process includes organizational objections and policies, demand
– supply factors, HR programming and implementation, control and evaluation of
programme, and, surplus and shortage.
1.Organisational objectives and Policies:-
The objectives of HR plan and, number and characteristics of employees must
be derived from organizational objectives.
2.HR Demand forecast:-
It is the process of calculating the future quantity and quality of people
required. HR demand forecast enables to quantify the jobs, to determine desirable
staff, to prevent shortage of people, to monitor the complaints with legal
requirements.
3.Forecasting Techniques
The techniques are
1. Managerial judgment
2. ratio-trend analysis
3. work study techniques
4. Delphi techniques
5. Flow models
6. others
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Managerial judgment:-
It means discussion and arrival of a figure which will be future demand for
labour by the managers sitting together.
Ratio Trend Analysis:-
This speedy forecasting technique include studying past ratio’s between the
number of workers and sales and forecasting future ratios
Work Study Techniques
These techniques are used in applying work measurement which includes
production budget productive, standard and actual hours for labour volumes of
output.
Delphi Technique
It is a method of forecasting personnel needs from a group of experts unit by
repeating summaries and survey until they agree.
Flow Models
The simplest flow model is known as the mark or model. The fore casters will
decide the time to be covered , establish categories, Count the annual
movements , Estimate the probability of transition.
Other forecasting methods
New venture analysis and mathematical models are also useful in forecasting
personnel needs.
HR Supply Forecast
Supply forecasting measures the number of people likely to be available from
within and outside an organization.
The supply analysis includes
i. Existing human resources
ii. Internal sources of supply
iii. External sources of supply
Present Employees
Each personnel’s skills and abilities are summarized by HR auditors
like non-managers is and the management.
Skills Inventors
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The audits of non-managers are called skills inventories and this include;
1. Personal data
2. Skills
3. Special qualifications
4. Salary and Job history
5. Company data
6. capacity of individual
7. Special preference of individuals
The Human resource information system (HRIS) is a systematic procedure for
collecting, storing, maintaining, retrieving and validating data with the use
computers. It is very useful in the field of skills inventories.
Management Inventories
The audits of management is called management inventories. These include,
1. Work history
2. Strengths
3. Weaknesses
4. Promotion potential
5. Career goals
6. Personal data
7. Number and types of employees supervised.
8. Total budget managed
9. Previous management duties.
Internal Supply
These techniques are used for the following purposes.
1. inflows and outflows
2. Turnover rate
3. Conditions of work and absenteeism
4. Productivity level and
5. Movement among jobs.
Inflows and outflows
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In order to ensure the equalization of supply with demand the determination
and estimate of losses by way of transfers, resignations discharges, demotions
etc and gains by way of promotion and transfers is necessary.
Turnover Rate
It is the traditional and simple method.
Turnover rate = Number of separation during one year x100 Average number of employees during the year
Conditions of work and Absenteeism The changes in conditions of work are to be assessed. Absenteeism means an unauthorized absence from work.
Absenteeism = Number of persons –days lost x 100 Average number of persons x Number of working days
Productivity Level
When the productivity increases the requirement of persons will be reduced and vice versa.
Movement among JobsWhen the personnel employed for one job, they may get another job in future
by way of promotion etc.
External Supply
External supply is important in the planning process for the following reasons.
i. New blood and mew experience will be available
ii. Organisation needs to replenish lost personnel and
iii. Organizational growth and diversification create the needs to use
external sources.
HR Programming
After forecasting HR demand and supply both shall be balanced so that the
vacancies are filled by the right employment at the right time.
HR Plan implementation
For the implementation, HR plans are to be converted into action programmes
like1, recruitment, selection and placement 2, Training etc.
Recruitment, selection and placement
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Sometimes organizations hire a group of qualified candidates as trainees for
one or two years and assignments are given to them and then selection will be done
from among them for specific jobs.
Training and Development
This programme is necessary for the existing staff, identification of resource
personnel and budget allocation
Retraining and Redeployment
Whenever a technology changes or manufacturing of products is stopped; its
workers shall be retained and redeployed.
Retention Plan
This will help to reduce avoidable separations of employees. The following
are the important actions.
1. Compensation plan
2. Performance appraisal
3. Employees leaving in search of green pastures
4. Employees quitting because of conflict.
5. The induction crisis
6. Shortages
7. unstable recruits
Downsizing Plan
In this plan, the employees are trimmed due to excess in number.
Control and Evaluation
The budgets, targets standards and reports shall be verified and the HR plan
should control the same to monitor achievements and the evaluation shall be done
with the plan.
Requisites for successful HRP
For successful HRP, the following are the important pre-requisites
1.HRP must be recognized as an integral part of corporate planning.
2.Backing of top management for HRP is absolutely essential.
3. The responsibilities should be centralized.
4. Personnel records must be complete up- to- date and readily available.
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5. The time horizon of the plan must be long enough in order to resort to any remedial
action.
6. The techniques shall be suited to the available data and the accuracy.
7. Plans should be prepared by skill levels.
8.Data collection, analysis, techniques and the plans are to be revised and improved in
the light of experiences.
References:-
1. Terry L.Leap and Michael D.Crino, Personnel Human Resource Management
Macmillan, New York, 1990, p.156,157,159,160,161,166,171,172
2. Dale S. Beach, personnel – The Management of people at work, Fourth
Edition, Macmillan, New York, 1980,P.185.
3. William B. Werther and Keith Davis, Human Resources and Personnel
Management, Fourth Edition, McGraw – Hill, New York, 1993, P.166,176.
4. Randall S. Schuler; Personnel and Human Resource management, West
Publishing Co., New York, 1981, P.71.
5. Mathis and Jackson, Personnel – contemporary perspectives and Applications,
Third Edition, West Publishing Co., New York, 1982, P.169.
6. William. P. Anthony, et al. Strategic Human Resource Management, Dryden
Press, New York, 1993, P.187.
7. Michael Armstrong, A Hand book of Personnel Edition, 1988,
P.206,210,212,225,227.
8. William.J.Rothwell, Strategic Human Resource Planning and Management,
Prentice Hall, New Jersey, 1988, P.173, 175.
9. R.Wayne Mondy and Robert M.Noe, personnel – The Management of Human
Resources, Allyn and Bacon, 1981, P.109,209.
10. Edwin B.Flippo, Personnel Management Sixth Edition, McGraw – 1 till, New
York, 1984, P.154.
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JOB ANALYSIS AND DESIGN
In order to achieve effective HRP the duties and skills for performing
all the jobs are to be carefully looked into.
MEANING AND DEFINITION
It is the process of collecting information about a job via (i) Job description
and (ii) job specification.
Job Analysis is defined as follows:-
1. It is the process of studying and collecting information relating to the
operations and responsibilities of a specific job.
2. It is a systematic exploration of the activities within a job. It is a basic
technical procedure, one that is used to define the duties, responsibilities and
accountabilities of a job.
3. A job is a collection of tasks that can be performed by a single employee to
contribute to the production of some product or service provided by the
organization.
The process of job analysis includes the following,
1. Strategic choices
2. Information gathering
3. Information processing
Strategic choices : It includes
1. employee involvement
2. The level of details
3. Timing and frequency
4. Past-oriented versus future-oriented
Employee Involvement
The extent of the employees involvement depends upon the needs of both the
organizations and employees. The employees are to be given information
about the contents of job etc.
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The level of Detail
The nature of job being analyzed determines the level of detail in job analysis.
When and How often
The timing and frequency of conducting job analysis is the another choice.
Past Oriented Versus Future – Oriented:-
Due to fast growth or technological changes an organization may change.
Information Gathering
It includes
1. Type of data to be collected
2. Methods to be adopted
3. The person who are to collect the data.
The information gathering depends on the purpose and the status of current job
analysis programme
Information Processing
After collecting the data about job, the next step is to process or prepare job
description and job specification. Job description includes listing of the job title,
tasks, duties and responsibilities, and job specification includes listing of employee
qualifications, skills and abilities.
Purposes of Job Analysis
The data gathered from a job – analysis programme are useful in HRP, hiring
of workers, training, job evaluation, compensation, performance appraisal,
computerized personal information systems and safety and health. Tasks. Job
analysis may help to recruit and select the right people with qualification and skills
needed for functioning the organization satisfactorily.
Human Resource Planning.
In HRP, Job analysis is necessary for HRP determines type and number of
personnel be needed in future.
Recruitment and Selection
The objective of the employee hiring is to match the right people with the
right jobs.
Training and Development.
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These programmes are designed in accordance with job requirements
Job evaluation.
For establishing wage and salary differentials relative worth of each job is to
be determined through job evaluation.
Remuneration.
This involves fringe benefits, bonus and other benefits.
Performance Appraisal
For ordinary promotions, efficiency transfers or assessing training needs, the
assessment the actual performance of a worker is to be evaluated.
Personnel information.
Organizations are using computerized personnel information systems to
improve administrative efficiency and provide decision report.
Safety and Health
Job analysis helps to uncover and identify hazardous conditions and unhealthy
environmental factors.
METHODS OF COLLECTING JOB DATA.
They are i) observation 2) interviews 3) questionnaire 4) checklists 5)
Technical conferences. 6) diary
Observation
In this method, job analysts are carefully observing the job holders at their
work and they will recruit what and how job workers does and the time taken for
completing the given tasks
Interview.
The job holders and supervisors are being interviewed by the analysts to
gather job information.
Questionnaire.
Standard questionnaire or questionnaire prepared by the analysts are filled up
by the job holders. Thereafter, there are approved by supervisors.
Checklists.
It is resembles the questionnaire. But it contains less subjective judgments in
the form of yes – or – no variety. The job holders can tick only these tasks that
included in their jobs.
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Technical Conference method.
In this method a conference o supervisors are conducted for gathering details
about the job.
Diary Method.
In this method, the job holders have to record in detail their activities each
day. But this method is time consuming and is not much in practice.
Quantitative Technologies.
For assessing a quantitative to each job, the position analysis questionnaire
(PAQ), Management position, description questionnaire and functional job analysis,
technologies are frequently used.
Position Analysis Questionnaire
It is used for analyzing almost every job in terms of employee activities. It
contains 194 job elements and are divided into 6 groups.
Management Position Description Questionnaire (MPDQ)
It contains 208 items relating to management activities and are grouped into
13 categories.
Functional Job Analysis. (F J A)
It is a worker – oriented job analytical approach to describe the whole person.
Job analysis and total quality Management.
Job analysis and total quality Management implies total commitment to
quality. The essentials are,
1) Creation of the common company theme.
2) Creation of customer mentality.
3) Improvement
4) Each function to reassess its purposes.
5) Improvement becoming a continuous process.
6) communications to improve and
7) Bureaucracy to be reduced.
POTENTIAL PROBLEMS FOR JOB ANALYSIS.
Support from top management
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The management shall communicate all employees that their full and
honest participation is very important for the process.
Single Means and source.
Though there are many methods and sources analysts relay on only one
method.
No Training or Motivation
Job holders are not trained or motivated to generate quality data for job
analysis.
Activities may be distorted.
If there is no training or preparedness, job holders may tend submit distorted
data.
JOB DESIGN.
Job design involves the following steps.
1. The specification of individual tasks which determines the content
of the jobs.
2. The specification of the methods of performing each task.
3. The combination of tasks into specification jobs to be assigned to
individuals.
FACTORS AFFECTING JOB DESIGN.
The factors which affect the job design are organizational, environmental and
behavioural.
Oraganiztional Factors.
These include characteristics of tasks, work flow, ergonomics and work
practices.
Environmental Factors.
These factors include employee, abilities and availability and social and
cultural expectations.
Behavioural Elements.
These factors are related to the needs and the necessity to satisfy them
TECHNIQUES OF JOB DESIGN.
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The popular techniques of job design are work simplification, job rotation,
job enlargement, job enlistment, autonomous group working and high – performance
work design.
References
1) Edwin B. Flippo, Personnel Management, sixth edition, McGraw – Hill, New
York 1984, P 114.
2) Herbert G – Hereman III, etal, Personnel/Human Resource Management,
Third Edition, Illinois, Home wood, 1986 P 73.
3) William P. Anthony, et al, Strategic Human Resource Management, Dryden
press, 1993, P 208, 222.
4) Terry L. Leap and Michael D Crino, personnel/Human Resources
Management, Macmillan, New York, 1990, P.133.
5) Michael Armstrong, A Hand book of Personnel Management Practice, Third
Edition, Kogan page, London 1988, P 316, 183,164,183.
6) Dale S. Beach, personnel – The management of people At work, Fourth
Edition, Macmillan, New York, 1980, P.169, 172.
7) Mathis and Jackson, Personnel – contemporary perspectives and applications,
Third edition west publication, Co., New York 1982, P 152, 138.
8) Lloyd L. Byars and Liside W Rue, Human Resources, Management, Darwin
1992. P 90.
9) Barry Popplewell and Non wild smith becoming the best Gower, 1988,
PHO.
10 Milkovich and Boudreau, Personnel Human resources management, fifth
edition, Home wood Irwin, 1990, P 125.
11. William B Werther and Keith Davis, Human Resources and personnel
management, Fourth edition, M grow – Hill – New York, 1993, P. 148
12. Randall S. Schuler, et al Effective personnel management, Third edition,
West Publishing, New York, 1989, P 461.
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RECRUITMENT.
MEANING AND DEFINITION.
It means a process of searching and obtaining people for jobs. It is defined as
the process of finding and attracting capable applicants for employment. The process
begins when recruits are sought and ends when their applications are submitted.
PURPOSES AND IMPORTANCE.
Generally the purpose of recruitment is to build a pool of qualified
candidates. The other purposes are to,
1) Determine the present and future requirements of the organization.
2) Increase the pool of job candidates at minimum cost.
3) Help increasing success rate of the selection by reducing unwanted
candidates.
4) Help reducing the probability of that applicants will leave only after a
short period of time.
5) Meet the organization’s legal and social obligations.
6) Begin identifying and preparing potential job applicants
7) Increase organizational and individual effectiveness.
8) Evaluate the effectiveness of various recruiting techniques and sources.
Recruitment process plays a major role. If it is defective, it will result in
extra cost on training and supervision.
FACTORS GOVERNING RECRUITMENT .
These include external and internal factors.
External Factors.
Some of the external factors which govern recruitment are supply and
demand unemployment rate, labour market condition, political and legal
considerations and company’s image.
Internal Factors
While recruiting personnel, the following internal factors are to be considered.
They are recruiting policy of the organization, temporary and positive employee,
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local citizen, the engagement of the company in HRP, Size, cost, growth and
expansion.
RECRUITMENT PROCESS.
This process includes five stages via 1) Planning 2) Strategy development,
3) Searching 4) Screening and 5) evaluation and control.
Planning
It involves the translation of job vacancies and information into a set of objectives
which specify the number and type of applicants.
Strategy Development.
After Planning, the following are to considered. 1) make or buy employees
2) Technological sophistication of recruitment and selection devices 3)
Geographic distribution of labour markets 4) sources of recruitment 5)
sequencing the activities.
Internal Recruitment
This includes present employees, employee referrals, former employees and
former applicants.
Evaluation of Internal Recruitment
The internal recruitment has the following advantages.
1.It is less costly than internal recruiting.
2. Organizations shall have a better knowledge of the internal candidates skills
and abilities.
3. An organizational policy of promoting from within can enhance employees
morale, organizational commitment and job satisfaction. But this recruitment may
create lack of new talents and policies has a greater impact.
External Recruitment
The sources are
1.Professional or Trade Association.
2. Advertisements.
3. Employment exchanges
4. College/University/Institute placement gervices.
5. Walk-ins and write-ins
6. Consultants
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7. Contractors
8. displaced persons
9.Radio and Television, acquisition and mergers and
10.Competitors
International Recruiting
Recruiters shall be familiar with the employment practices in the foreign country
for international recruitment.
Evaluation of External Recruitment
Merits
1.Benefit of new skills, talents and experiences.
2. Reservation requirements can be fulfilled.
3. Scope for resentment heart burn and jealousy can be avoided
Demerits
1.Better motivation and increased morale are lost.
2. Cost is high
3. Occurrences of selection of wrong people and rejection of right people.
SEARCHING
Searching includes
i. Source activation and
ii. selling
SCREENING
The purpose of the screening is to remove unqualified people from the recruiting
process.
EVALUATION AND CONTROL
Costs such as Salaries, cost of advertisements agency fees, recruitment overheads
and administrative expenses etc are incurred so that Evaluation is necessary.
Evaluation of Recruitment process
It must include
1.Return rate of application.
2.Number of suitable applicants.
3. Retention and performance of selected candidate
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4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.
Evaluation of Recruitment methods
It must include
1.Number of initial enquiries received.
2. Number of candidates at various stages.
3. Number of candidates recruited
4. Number of candidates retained
References :
1.William B Werther and Keith Davis, Human resources and personnel management,
Fourth edition, McGraw-Hill, New York, 1993, p.195, 203,206
2. Randall S. Schuler et al Effective personnel management, Third Edition, West
publishing New York, 1989, P.106,121,122
3. Rick Stoops, “Recruiting as a sales function”, personnel Journal, December 1982,
P.890
4. Herbert G. Heneman III et al – Personnel/Human Resource management, Third
Edition, Irwin, 1986 P.224, 225,226,242,248
5. R. Wayne Mandy and Robert M Noe III Personnel : The management of human
resources, Allyn & Bacon, 1981, P.130,131
6. William P. Anthony et.al, strategic human resource management, Dryden Press,
1993, p.271.
7. Garry Dessler, Personnel management Fourth edition, Prentice- Hall International,
1988 P.122.
8. Robert L .Mathis and John H..Jackson, Personnel, Third Edition, West publishing,
1982,P179, 180.
9. John H. Bernardian and Joyce E.A., Russell, Human Resource management – An
Experiential approach, McGraw-Mill, New York, 1993, P.179
10. Terry. L. Leap and Michael D. Crino, Personnel/ Human Resource Management ,
Macmillan, New York, 1990
11. Ian Beandwell and Len Holden, Human resource management, Macmillan, 1996
P.208
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SELECTION
MEANING AND DEFINITION
Selection means the process of picking right candidates from the pool
of candidates.
Selection is defined as the process of differentiating between
applicants in order to identify (and hire)those with a greater likelihood of success in a
job.
ROLE OF SELECTION
Selection plays an important role mainly for the following reasons.
1.Work performance which depends on individuals who have the competence and the
willingness to work.
2.. Costs incurred in recruiting and hiring personnel.If the selection is wrong, cost
will be high.
ORGANISATION FOR SELECTION
Some companies, screened and hired its own employees through each
department. Now a days, in many countries, centralized organizations are established
for selection.
SELECTION PROCESS
It includes environmental factors external or internal, preliminary interview, Selection
Tests, choosing Tests Employment Interview, reference and Background checks,
Selection decision, Physical examination, Job offer, Employment contract and
Evaluation.
Environmental factors
The external factors are supply and demand of specific skills in the labour market,
unemployment rate, labour-market conditions, legal and political considerations, and
company’s image. The internal factors are company’s policy, HRP, and cost of
hiring.
Preliminary Interview
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This helps to reject unqualified employees for the reasons which did not appear in
the application.
Selection Tests
These are used to determine the ability, aptitude and personality of applicants. The
important tests are, ability, aptitude, personality, interest, graphology and polygraph
tests.
Choosing Tests
The criteria for choosing the tests are reliability, validity, objectivity and
standardization.
Employment Interview
This allows the employee to understand the employer and vice versa and it can be
one-to-one, sequential or panel.
Reference and Background Checks
For the purpose of verifying the given information and gaining additional background
information, employers may request names, addresses, and telephone numbers of
references.
Selection Decision
The final decision is made from the pool of candidates who have passed the tests,
interviews and reference checks.
Physical Examination
In order to detect the infectious disease of the candidates, physical tests are
recommended. It helps, to determine whether a job seeker is fit for the concerned job,
the applicants to know about their health defect so as to decline from the job which
may be detrimental to themselves, and the employer from invalid compensation.
Job Offer
It is made through a letter of appointment to the selected candidates.
Employment Contract
The candidate and the employer have to execute certain documents like attestation
form, contract of employment
Concluding the Selection Process
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After the candidates are appointed, the rejected candidates must be told that
they are rejected for their profiles did not match the requirements of the organization.
International hiring
Nowadays international hiring assumes greater relevance.
Evaluation
If the selection process is properly done, it will ensure the availability of qualified,
competent and committed employees.
References :
1.Thomas H. Stone, Understanding Personnel Management, CBS College Publishing,
1989,p.173,205
2. Robert L .Mathis and John H..Jackson, Personnel, Third Edition, West publishing,
1982,P.193, 215
3. R. Wayne Mandy and Robert M Noe III Personnel - The management of human
resources, Allyn & Bacon, 1981, P.175,181,182.
4.William B Werther and Keith Davis, Human resources and personnel management,
Fourth edition, McGraw-Hill, New York, 1993, p.241
5. . Ian Beardwell and Len Holden, Human Resource Management, Macmillan, 1996
P.233
6. Randall S. Schuler et al Effective personnel management, Third Edition, West
publishing New York, 1989, P.159.
7. Edmund R. Gray and Larry R. Smeltzer, Management – The Competitive Edge, Macmillan, New York,1990,p.436
8.Dale S. Beach, personnel – The Management of People at Work, Fourth Edition, Macmillan, New York, 1980, P.225.
9. Nanshi F. Matsuura ,International Business- A New Era, HBJ, San Diego,1991, p.466. 10. Terry. L. Leap and Michael D. Crino, Personnel/ Human Resource Management , Macmillan, New York, 1990,p.263.
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