Money isn’t everything the job counts too

Money isn’t everything the job counts too

Understanding the terminologies

• Job Simplification

• Job Evaluation

• Job Rotation

• Job Enlargement

• Job Bandwidth

• Job Enrichment

• Job Analysis- Job Description & Job Specifications

Job Simplification

The process of reducing the tasks each worker performs.

JOB EVALUATION

Process of systematically determining the relative worth of jobs. The evaluation is based on a combination of job content, skills required, value to the organization. The process helps in determining how much a job should be paid

JOB DESIGN

Content of a job in terms of

1. Duties & responsibilities of the job holders

2. Methods to be used in terms of carrying out the job in terms of techniques, systems & procedures

3. Relationship that would exist in between his superiors, subordinates & colleagues

JOB ROTATION

Movement of an employee from one job to another

Movement can be for some hours, days, months and may be years

Example of Mr. Sahasranamam, Marketing Executive, Telco

Job Rotation

GeriatricsGeriatrics© 1995 Corel Corp.

PediatricsPediatrics

© 1995 Corel Corp.

MaternityMaternity

© 1995 Corel Corp.

JOB ENLARGEMENT

Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.

JOB ENRICHMENT

Increasing a worker’s responsibility and control over his or her work; also called vertical job loading.

Example: – Allow workers to plan their own work schedules.– Allow workers to decide how the work should be performed.

Case of BPL

Job Enrichment & Job Enlargement

Present job

Manually insert and solder six

resistors

Task #3

Lock printed circuit into fixture for next

operation

Task #2

Stick labels to printed circuit

board

Control

Test circuits after assembly

Planning

Participate in a cross-function quality-

improvement team

Enriched job

Enlarged job

JOB BANDWIDTH

Number of tasks & responsibilities given to a job .

• Narrow Job Design• Broad Job Design

JOB ANALYSIS

Job analysis is the systematic collection and recording of information concerning:

– the purpose of a job,– its major duties,– the conditions under which it is performed,– the contact with others that performance of the job requires– the knowledge, skills, and abilities needed for performing

the job effectively.

JOB ANALYSIS

Job Description

JobSpecification

JOBANALYSIS

Job analysis, job description & job specification

• The three terms have different meanings.

1. Job analysis records the facts, i.e. all the elements involved in performing a job

2. Job description outlines the facts compiled from the job analysis, concisely identifying and describing the contents of a job

3. Job specification refers to the personal characteristics required to do a job, e.g. skill, experience, special aptitudes.

• The purpose of these statements of facts of a job guide management in the selection, promotion, transfer, establishing salary grades, and training.

JOB DESCRIPTION

A job description is a statement of the duties, working conditions, and other significant requirements associated with a particular job

JOB SPECIFICATION

• A job specification is a statement of the skills, abilities, education and previous work experience that are required to perform a particular job.

JOB SPECIFICATION

JOB GRADEJOB TITLEAGESEXEDUCATION

EXPERIENCE

LOCATION

Middle ManagementCredit ManagerBetween 35 - 45Male (Preferred)B.E.(Industrial Engg.) / B.SC. With PG Diploma in Bank ManagementWorked for atleast 5 years with a commercial bank as a credit manager or a field officer Should be open for placement anywhere in India

Job Design

Job rotationJob rotation

• Relief from boredomRelief from boredom• Job becomes more Job becomes more

interestinginteresting

Job enlargementJob enlargement

• Extension of workExtension of work• Additional tasksAdditional tasks

Job enrichmentJob enrichment

• Increased responsibilityIncreased responsibility• Wider range of duties are Wider range of duties are

addedadded

Autonomous work groupsAutonomous work groups

• Areas of responsibility are Areas of responsibility are delegated to group delegated to group

• Freedom to work as long Freedom to work as long as targets metas targets met• Wider participation Wider participation

Job DesignJob Design

PROCESS OF JOB ANALYSIS

Step 1: Collection of background Information

Step 2: Collection of Job Analysis data

Step 3: Developing a Job Description

Step 4: Developing a Job Specification

1. Collection of background Information

• The first stage is for the “analyst” to become as familiar as possible with the job.

• This entails:

– Books & Literature– Study of Flow & Organisational chart– Existing Job Description

1. Collection of background Information

• Books and Literature– Valid information on current job analysis and

studies.– Job analysis that are being implemented by

other successful companies.– Past and present failures and successes.

1. Collection of background Information..

• Flow and Organizational Charts– Very helpful for showing past and current

information.– Show trends and similarities.

2. Collection of Job Analysis Data

• Interviews

• Structured Questionnaire / Inventory

• Direct Observation

• Logbooks / Work Diaries

2. Collection of Job Analysis Data

• SMEs (Subject Matter Experts)– people who have in-depth knowledge of

specific job under analysis, job skills, and abilities

– Job Incumbent– Supervisors– Job Analyst

3. Developing Job Description

• POST: Software Engineer

– Job Description• The Software Engineer designs, develops, tests

and maintains one or more of our products or internal applications. The software engineer works as a member of an engineering team developing, designing, and maintaining one or more of our products or internal applications. This position reports to the appropriate Project Manager.

4. Developing Job Specification

• POST: Software Engineer

– Job Specification• Bachelor's or undergraduate degree in Computer

Science, Information Systems, Electrical Engineering or equivalent experience. Masters or graduate degree is desirable. Understand Intranet and Internet technologies: http, firewall.

Human Resource Planning ProcessExternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

Forecasting Human Resource Requirements

Comparing Requirements and Availability

Forecasting Human Resource Availability

Surplus of Workers

Demand = Supply

No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing

Shortage of Workers

Recruitment

Selection

Process of Man Power PlanningSTEP 1Analysing the corporate & unit level strategies

MAN POWER PLANNING

Process of Man Power PlanningSTEP 2Man power Forecasting – Forecasting the overall

Human Resource requirement in accordance with the organisational plans

Workload Analysis Manpower required to handle the workload

MAN POWER PLANNING

Process of Man Power PlanningSTEP 2Man power Forecasting

ExamplePlanned Additional Production for the year = 1,00,000

unitsMan hours required for production of each unit = 6Man hours required as per the plan = 6 x 1,00,000 =

6,00,000 Productive hours per man per year = 2,000No. of workers required = 6,00,000/2,000 = 300Scope for absenteeism, labour turnover, idle time = 30Total Number of workers required = 300+30 = 330

MAN POWER PLANNING

Process of Man Power PlanningSTEP 3Manpower Supply Forecasting - Studying the

Inventory & Projecting supply of Man power resources

a. Drawing Management succession plansb. Calculate the replacements needed because of

retirementc. Manpower expected to be in the organisation after 1,2

or 3 years – Less retirements & estd. resignationsd. Skills developed within the existing employees after

1,2 or 3 year

MAN POWER PLANNING

MAN POWER PLANNING

Process of Man Power PlanningSTEP 3EXISTING EMPLOYEES – 800Expected Resignations – 12Deaths – 1Dismissals – 2Retirement – 12Promotions Out – 8Demotions Out – 2Transfers Out – 18POTENTIAL LOSSES = 77

Transfers In = 4Promotions In = 3Demotions In = 1New Hires = 12

POTENTIAL ADDITIONS = 20

EXISTING INVENTORY AT A FUTURE DATE = 800-77+20= 743

Process of Man Power PlanningSTEP 4Estimating the Net Human Resource required -

Comparing Forecast with Projection

a. Compare it Department wiseb. Compare it Skill wise

MAN POWER PLANNING

Process of Man Power PlanningSTEP 5Preparation of Action plan

Out-sourcing Employment Training Development

Redeployment Retrenchment

Reduced hours Lay-off Leave without pay VRS Golden Handshake Attrition

MAN POWER PLANNING

Surplus of future Available

Human Resource

Shortage of future Available

Human Resource

Process of Man Power PlanningSTEP 6If future supply will be inadequate with reference

to future requirements – Plan to modify or adjust the organisational plans

MAN POWER PLANNING

Significance of Human Resource PlanningIt provides a basis of recruitment, transfer & training of employeesHelps in identifying surplus & shortages in manpowerHelps in reducing labour cost by avoiding surplus manpowerHelps in identifying talents within the organisation so that they can be trained & developed for promotions & future requirementsFacilitates growth & diversification of business

Decentralisation of Authority

Steps in Recruitment and Selection Process招聘和甄选程序

Applicants Applicants complete complete application application formform

Selection tools Selection tools like tests screen like tests screen out most out most applicantsapplicants

Managers and others Managers and others interview final interview final candidates to make candidates to make final choicefinal choice

Manpower Manpower planning and planning and forecastingforecasting

Recruiting Recruiting builds pool of builds pool of candidatescandidates

Recruitment

Process of identifying the sources for prospective candidates so as to

stimulate them to apply for job

Sources of Recruitment

External Recruitment

Internal Recruitment

Sources of RecruitmentTraditional Sources

INTERNAL EXTERNAL Transfer on present employees

Re-employing former employees

Promotion of present employees

Advertising

Present temporary / casual employees

Casual callers

Retrenched / Retired employees

College & Technical institution

Dependants of deceased

Employment Exchanges

Sources of RecruitmentModern Sources

INTERNAL EXTERNAL

Employee Referrals Walk-In

Head hunting & Private employment consultants Job fairs Mergers & Acquisition Out sourcing Job portals

EXTERNAL RECRUITMENT

Advantages Disadvantages

New blood bring new outlook, new ideas, old habits are replaced

Employees feel frustrated & de-motivated

Good choice of selection with rich & varied experience

Loose sense of security

Deterioration of Employer – Employee relations

INTERNAL RECRUITMENT

Advantages Disadvantages

Sense of security Encourages favouritism

Motivated Limited choice

Loyal Internal recruitment proves unsuitable in case of organisation entering new product lines. This involves extra cost in training them

Do need require induction & or training

Valuable contacts with suppliers & customers remain intact

Recruitment – Selection - Hiring

Hire Profile Match

Vacancy

Applicants

Advertising

Select & Notify

What is Selection?What is Selection?• Selection is the process of choosing the most

suitable persons out of all the applicants. • Selection is a process of matching the

qualifications of applicants with the job requirements.

• It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate.

• The purpose of Selection is to pick up the right person for every job.

• Selection is negative process as it rejects a large number of unsuitable applicants from the pool.

STEP 1: Receipt of Application

STEP 2: Screening of Application (Sex, Age, Qualf., Exp. Etc.)

Process of Selection

STEP 3: Employment Tests (Aptitude / Skill / I.Q. Test etc.)

STEP 4: Interview

STEP 5: Medical Examination

STEP 6: Reference Check

STEP 7: Final Selection Job Offer

EMPLOYMENT TESTS

Aptitude Tests

IQ Test = Mental Age / Actual Age x 100EQ Test = Emotional Age / Actual Age x 100Skill Test – Artistic jobs, assembly work, design of tools & machineryMechanical Aptitude Test – Speed & knowledge of mechanical mattersPsychomotor Test – motor-ability & eye-hand coordination of candidates. Useful for repetitive operations like packingClerical Aptitude Test – Spelling, computation, comprehension etc.

Achievement Tests

Job knowledge Test – Test of the professional knowledge by asking questions related to that field

Work Sample Test – A portion of the actual work is given to the candidate as a test

EMPLOYMENT TESTS

Situational Tests

Group Discussion – This test helps to understand the approach of a candidate in solving a problemIn Basket – Candidate is supplied with letters, telephone messages, reports & requirements of the various officers of the organisation and the candidate is required to take decisions on various items based on the in-basket information

InterestTest

Interest Test – Understand the interest, likes & dislikes of a candidate and correlating it with the job

PersonalityTests

Objective Test – Objective type questions are given to a candidate to understand the value system, self-confidence, Emotional control, fear, distrust, integrity etc. of the candidate

Projective Test – Some ambiguous picture or figures are given to a candidate to project their own interpretations of such pictures

Types of Interviews

Patterned / Structured Interview

A Standard form comprising of pre-determined questions, is used to make notes & comments and rate interviewee on several traits like personality, motivation, interests, stability, ability to work in team, self-reliance, can handle responsibility etc.

Non-Directive / Unstructured Interview

No pre-determined list of questions to work through Questions having “yes” or “no” as the answers are avoided. The candidate is given maximum opportunity to talk freely about himself.

Stress Interview

Attempts are made to exert pressure on the candidate by exposing them to rapid firing of questions

Group Interview

The group interview is more stressful than the panel interview. Candidate is "interviewed" in a group. All the candidates/job seekers will be in the same room during the interview.

Types of Interviews

Panel / Board Interview

Several interviewers collectively interview a candidate

One-to-One Interview

Single interviewer interviews a candidate

Placement The determination of the job to which an accepted candidate is to be assigned

Placement Placement is a clear-cut match between the employees skills, knowledge, aptitude & attitude to the job description & job specification

Problems in Placement Employee expectation

Job expectation

Change in technology

Change in organisational structure

Social & psychological factors

Making placements effective Job rotation

Teamwork

Training & Development

Job enrichment

Relocating the employee

Induction/OrientationInduction/Orientation Orientation or induction is the

process of receiving and welcoming an employee when he first joins a company and giving in the basic information he needs to settle down quickly and happily and start work.

Contents of an Induction programme:Contents of an Induction programme:• Brief history and operations of the company. • Products and services of the company.• The company’s organization structure.• Location of departments and employee facilities.• Policies and procedures of the company.• Rules, regulations and daily work routines.• Grievance procedures.• Safety measures• Standing orders and disciplinary procedures• Terms and conditions of service including wages, working hours,

over time, holidays etc.• Suggestion schemes • Benefits and services for employees.• Opportunities for training and promotions transfers etc.

Objectives of an Orientation programmeObjectives of an Orientation programme

Objectives:• To help the new comer to overcome his shyness

• To build new employee’s confidence

• To develop the new entrants a sense of belonging and loyalty

• To foster a close and cordial relationship…

• To prevent false impression and negative attitude of the new employees

• To give the new comers necessary information like canteen, locker room. Rest periods and leave rules etc…

Advantages of an Orientation programmeAdvantages of an Orientation programme

Advantages:• It helps to build two way communication• It facilitates informal relations and team work• Induction is helpful in supplying information about the

organisation, job, and welfare of employees• Proper Induction will reduce employees grievances,

absenteeism and labour turnover• Induction helps to develop good public relations and

improve the overall morale of employees• An Induction programme proves that the company is

taking a sincere interest in getting him off to a good start