HUMAN RESOURCE MANAGEMENT

MODULE NO – 02

HUMAN RESOURCE PLANNING

HUMAN RESOURCE PLANNING:

Human resource planning helps organizations identify current and future workforce
needs as they relate to the overall strategic priorities for the company. It is the steps and
processes that organizations take to properly plan their HR requirements and programs to
ensure they are in alignment with the company’s strategic plan.

Human resource planning (HRP) is the continuous process of systematic planning to achieve
optimum use of an organization's most valuable asset quality employees. Human
resources planning ensures the best fit between employees and jobs while avoiding
manpower shortages or surpluses.

Human resource planning allows companies to plan ahead so they can maintain a steady
supply of skilled employees. The process is used to help companies evaluate their needs and
to plan ahead to meet those needs.

Human resource planning needs to be flexible enough to meet short-term staffing challenges
while adapting to changing conditions in the business environment over the longer term.
HRP starts by assessing and auditing the current capacity of human resources.

DEFINITION

According to E.W. Vetter, human resource planning is “the process by which a

management determines how an organisation should make from its
current manpower position to its desired manpower position.

According to Dale S. Beach Human Resource Planning is 'a process of determining

and assuring that the organization will have an adequate number of qualified persons
available at the proper time, performing jobs which meet the needs of the enterprise and
which provide satisfaction for the individuals involved.

FEATURES OF HUMAN RESOURCE PLANNING

1. Well Defined Objectives:

Human resource needs are planned on the basis of company’s goals. Besides, human resource
planning has its own objectives like developing human resources, updating technical
expertise, career planning of individual executives and people, ensuring better commitment
of people and so on.

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2. Determining Human Resource needs:

Human resource plan must incorporate the human resource needs of the enterprise. The
thinking will have to be done in advance so that the persons are available at a time when they
are required. For this purpose, an enterprise will have to undertake recruiting, selecting and
training process also.

3. Keeping Manpower Inventory:

It includes the inventory of present manpower in the organization. The executive should
know the persons who will be available to him for undertaking higher responsibilities in the
near future.

4. Adjusting Demand and Supply:

Manpower needs have to be planned well in advance as suitable persons are available in
future. If sufficient persons will not be available in future then efforts should be .made to start
recruitment process well in advance. The demand and supply of personnel should be planned
in advance.

5. Creating Proper Work Environment:

Besides estimating and employing personnel, human resource planning also ensures that
working conditions are created. Employees should like to work in the organization and they
should get proper job satisfaction.

OBJECTIVES OF HUMAN RESOURCE PLANNING:

Human resource planning (HRP) is a vital process that helps organizations align their
workforce with their strategic goals and objectives. The main objectives of human resource
planning are as follows:

1. Anticipating Workforce Needs: HRP aims to forecast the organization's future

staffing requirements based on its growth, expansion, and changing business needs.
By doing so, it ensures that the right number of employees with the necessary skills
and competencies are available when needed.
2. Talent Acquisition and Recruitment Planning: HRP helps in identifying the gaps in
the current workforce and guides HR professionals in planning for recruitment and
talent acquisition. This includes determining whether the organization should hire
new employees, contract temporary staff, or develop existing employees to fill skill
gaps.
3. Retention and Succession Planning: HRP involves identifying critical positions and
high-potential employees within the organization. This helps in succession planning
to ensure a smooth transition when key employees retire or leave. It also aids in
employee retention by recognizing and addressing potential talent shortages.

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4. Optimizing Human Resources: HRP seeks to ensure that the workforce is utilized
effectively. It helps in analysing the current skills and competencies of employees,
reallocating them to areas where they are most needed, and avoiding overstaffing or
understaffing in different departments.
5. Cost Control: By aligning workforce planning with the organization's strategic goals,
HRP can help in controlling labour costs. It assists in managing labour budgets and
ensuring that human resources are allocated efficiently.
6. Adapting to Technological Changes: With the rapid advancement of technology,
organizations need to adapt their workforce to new tools and systems. HRP assists in
identifying the training and development needs of employees to keep them up-to-date
with technological changes.
7. Workforce Productivity: It helps in enhancing employee productivity by aligning
job roles, responsibilities, and skills with the organization's objectives. This leads to a
more motivated and productive workforce.
8. Monitoring and Evaluation: Continuously monitoring and evaluating the
effectiveness of human resource planning is an important objective. This allows
organizations to make adjustments as needed to ensure that the workforce remains
aligned with the changing business environment.

In summary, human resource planning is a dynamic process that helps organizations prepare
for the future, ensure that they have the right people in the right roles, and adapt to changing
circumstances while meeting their strategic objectives.

IMPORTANCE AND BENEFITS OF HRP:

Human resource (HR) planning, also known as workforce planning or manpower planning, is
a critical function within an organization. It involves the systematic identification and
analysis of an organization's current and future human resource needs and the development of
strategies to meet those needs. Here are the importance and benefits of HR planning:

1. Talent Acquisition and Recruitment:

HR planning helps organizations identify the skills and competencies they need for
current and future roles. This allows them to proactively recruit and hire the right
talent, reducing recruitment lead times and ensuring a steady supply of qualified
candidates.
2. Cost Control:
Effective HR planning can help control labor costs by ensuring that an
organization doesn't over-staff or under-staff. By aligning workforce supply and
demand, organizations can optimize their labor expenses.
3. Workforce Productivity:

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Properly planned HR can lead to a more engaged and productive workforce.

When employees have the right skills and resources, they are more likely to
perform at their best.
4. Succession Planning:
HR planning plays a crucial role in identifying and nurturing talent within an
organization. It helps identify potential successors for key positions and ensures a
smooth transition in leadership roles.
5. Employee Development:
By identifying skill gaps and training needs, HR planning enables organizations to
provide relevant training and development opportunities to employees, improving
their skills and job satisfaction.
6. Adaptation to Change:
HR planning allows organizations to adapt to changing business environments and
market conditions. It helps businesses scale up or down as needed, facilitating a
quicker response to market shifts.
7. Legal Compliance:
Proper HR planning ensures that organizations adhere to labor laws and
regulations. This reduces the risk of legal issues related to employment practices
and compliance with labor standards.
8. Diversity and Inclusion:
HR planning can help organizations promote diversity and inclusion by
proactively seeking out and supporting a diverse workforce, which can lead to
innovation and improved decision-making.
9. Employee Satisfaction and Retention:
When employees perceive that their organization is invested in their development
and well-being, they are more likely to be satisfied and committed, which can
improve retention rates.
10. Strategic Alignment:
HR planning aligns the workforce with an organization's strategic goals. It ensures
that human resources are used effectively to support the achievement of business
objectives.
11. Risk Management:
By forecasting future workforce needs and potential gaps, HR planning helps
organizations mitigate risks associated with workforce shortages or surpluses.
12. Competitive Advantage:
Organizations that effectively plan their human resources gain a competitive
advantage by having the right people with the right skills in place at the right time.

In summary, HR planning is crucial for optimizing an organization's human capital,

ensuring that it can adapt to change, and aligning its workforce with strategic objectives. It
results in a more productive, satisfied, and engaged workforce while helping control costs
and mitigate risks.

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QUALITATIVE AND QUANTITATIVE DIMENSIONS OF HRP:

Human Resource Planning (HRP) can be analyzed and measured through both
quantitative and qualitative dimensions to ensure effective workforce management. These
dimensions provide a comprehensive view of an organization's human resource needs and
strategies. Here's an overview of both quantitative and qualitative dimensions of HRP:

Quantitative Dimensions of HRP:

1. Workforce Numbers: This dimension focuses on determining the precise number of

employees required in various job roles and departments. It includes metrics like
headcount, staffing levels, and employee-to-manager ratios.
2. Labor Costs: Quantitative HRP assesses labor costs, including salaries, benefits, and
other compensation-related expenses. It aims to optimize costs while ensuring that the
workforce meets the organization's needs.
3. Turnover Rates: Calculating turnover rates quantitatively helps in understanding the
attrition or retention of employees. High turnover may indicate workforce issues that
need addressing.
4. Employee Productivity: Measurement of employee productivity involves
quantitative metrics such as output per employee, sales per employee, or project
completion rates. These metrics help assess how effectively the workforce is
contributing to the organization's goals.
5. Training and Development Investments: Quantitative analysis can track the
financial resources allocated to training and development programs, which are
essential for building employee skills and competencies.
6. Recruitment Metrics: These include metrics like time-to-fill, cost-per-hire, and
source-of-hire, which quantify the efficiency of the recruitment process and help in
optimizing recruitment strategies.
7. Labor Supply and Demand: Quantitative HRP involves analyzing labor market data
to understand the supply of talent, unemployment rates, and other external factors that
impact workforce planning.

Qualitative Dimensions of HRP:

1. Skill Gaps: Qualitative assessment of skill gaps involves identifying the specific
skills and competencies that are lacking in the current workforce. This information is
vital for developing targeted training and development programs.
2. Employee Morale and Engagement: Qualitative data can gauge employee morale
and engagement through surveys and feedback, providing insights into job
satisfaction and motivation.
3. Succession Planning: Qualitative dimensions assess the availability of potential
successors for key roles within the organization. It involves identifying high-potential
employees and their readiness for leadership positions.

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4. Diversity and Inclusion: Qualitative HRP looks at the diversity of the workforce and
measures the organization's commitment to promoting diversity and inclusion. This
includes evaluating diversity in hiring, promotions, and inclusion in decision-making
processes.
5. Work-Life Balance: Assessing work-life balance and job flexibility is important for
understanding employee well-being and retention. Qualitative data can reveal how
well the organization supports work-life balance.
6. Employee Feedback: Gathering qualitative feedback from employees through
surveys, interviews, and focus groups provides insights into their concerns, needs, and
suggestions for improving HR practices.
7. Organizational Culture: Understanding the culture of the organization and how it
impacts the workforce is a qualitative dimension that can influence talent attraction
and retention.
8. Compliance and Ethics: Qualitative dimensions include evaluating the
organization's adherence to ethical standards and compliance with labor laws and
regulations, ensuring a responsible and ethical work environment.

Both quantitative and qualitative dimensions are essential for comprehensive HRP. While
quantitative data provides measurable insights into workforce metrics, qualitative data offers
a deeper understanding of employee perceptions and qualitative factors that impact the
workforce. An effective HRP process combines these dimensions to make informed decisions
and develop strategies for managing the workforce effectively.

JOB ANALYSIS:

 Systematic process of collecting the information on nature of a job, qualities, and

qualifications required to a job, physical and mental.

 According to Edwin B. Flippo, “Job analysis is the process of studying and

collecting information relating to the operations and responsibilities of a specific job.”

 Objectives – a. Work Simplification

b. Establishment of Standards of performance

c. Support to other personnel activities

PROCESS OF JOB ANALYSIS:

Job analysis is the systematic process of gathering, documenting, and analysing
information about a job in order to understand its duties, responsibilities, requirements, and
the skills and qualifications necessary for successful performance. It is a crucial step in
various HR and organizational activities, such as recruitment, selection, training, performance
appraisal, and job design. Here's a general overview of the process of job analysis:

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1. Identify the Purpose: Begin by defining the purpose of the job analysis. Determine
why you need to conduct a job analysis and what specific outcomes or information
you are seeking. Common purposes include creating job descriptions, setting
compensation structures, and improving organizational efficiency.
2. Select Jobs to Analyse: Choose which jobs within the organization you want to
analyse. You may start with critical or high-impact positions, or you may analyze a
representative sample of various job roles.
3. Collect Data:
a. Data Sources: Gather information from various sources, including job incumbents
(employees performing the job), supervisors, managers, and subject matter experts.
b. Data Collection Methods: Use a combination of methods such as interviews,
surveys, observation, and reviewing existing documents and records.
4. Create Job Descriptions and Specifications:
a. Job Description: Document the tasks, duties, and responsibilities associated with
the job. This typically includes details about the purpose of the job, the main tasks
performed, reporting relationships, and working conditions.
b. Job Specifications: Specify the qualifications, skills, knowledge, and abilities
required for successful job performance. This may include education, experience,
certifications, and physical requirements.
5. Analyze the Data:
a. Task Analysis: Break down the job into its individual tasks and activities.
b. Skill Analysis: Identify the skills, competencies, and attributes needed to perform
these tasks effectively.
c. Job Context Analysis: Understand the environmental and organizational factors
that may affect job performance.
6. Validation and Review: Verify the accuracy and completeness of the job analysis
data. This can involve discussions with experts, feedback from job incumbents, and
conducting validation studies.
7. Document Findings: Create comprehensive reports or records of the job analysis
process, including the job descriptions and specifications. Ensure that the
documentation is clear and easily accessible to relevant stakeholders.
8. Use the Information:
a. Recruitment and Selection: Use job analysis data to develop job advertisements,
select appropriate assessment methods, and make informed hiring decisions.
b. Training and Development: Design training programs and materials based on the
skills and knowledge required for the job.
c. Performance Appraisal: Establish performance standards and criteria for
evaluating employee performance.
d. Compensation and Benefits: Determine appropriate salary structures and benefits
packages.
e. Job Redesign: Use the insights gained to improve job design and enhance
efficiency.

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9. Maintain and Update: Jobs evolve over time, so it's essential to periodically review
and update job analyses to reflect any changes in job roles, responsibilities, or
organizational needs.

Job analysis is a dynamic process that helps organizations adapt to changing circumstances
and ensure that employees are well-suited to their roles. It provides a solid foundation for
various HR and organizational decisions.

JOB DESCRIPTION

A job description is a selection of text that describes the qualifications a company

needs for a particular role. There are often several sections in a job description:

 Company overview: Many job descriptions include a brief overview of the hiring
company, including its founding, location and mission statement. This helps provide
candidates with basic information about the company and what they do.
 Position information: At the top of a job description, there is often basic information
about the job. This can include the position title, location and posting date.
 Responsibilities: Companies often provide a bulleted list of the position, sharing its
key responsibilities. This might include what tasks you can expect to perform, what
tools you might use or what results they expect you to achieve.
 Qualifications: Job descriptions also include both the required and desired
qualifications for a position. These can include education, experience or certification
requirements or particular skills managers hope candidates have.

JOB SPECIFICATION

A job specification is a piece of text that includes the required qualifications for a
position. These often include some of the same information as a job description but focuses
on the qualities of a person they hope to hire for a position. Key components of a job
specification include:

 Required experience: Specifications often include the type and level of experience a
manager hopes a candidate has. This might include the years they hope you have
worked in a specific position or roles they hope you might have.
 Required education: Required education typically lists the minimum degree level
that you need to start a job. They might also list the specific degrees they expect for
you to have the needed knowledge to perform a job.
 Required certification: Some positions require specific certifications to qualify for
the job. Companies might indicate the name of the certification and ask you to verify
that it is recent.
 Required skills: Companies might list the soft and technical skills needed to perform
a job. This can include basic qualities, like communication and critical thinking or list
specific software with which you might need specific experience.

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 Personality traits: In some specifications, managers might include the personality

traits they hope you have. This helps them determine if you might be a good fit for the
role and team.
 Demands: Job specifications can also indicate the particular demands for a job. This
is common with physical labour jobs, where you might need to lift a certain weight or
stand for extended hours.

RECRUITMENT:

Recruitment is the process of searching for the prospective employees and stimulating
them to apply for the job in the organization. when more persons apply for jobs then there
will be a scope for recruiting better persons. The job seekers two on the other hand are in
search of organizations offering them employee met. Recruitment is a linkage activity
between together those with job and those job seeking.

According to Flippo, “recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for the jobs in an organization.”

According to Dale S Beach, “recruitment is the development and maintenance of adequate

manpower resources. It involves the creation of a pool of available labor upon whom the
organization can depends when it needs additional employees.”

Process of Recruitment:

 Recruitment planning(No. of applicant, qualification etc)

 Sources of Recruitment
 Contacting Sources
 Application Pool
 Selection Process

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A. Internal sources

Internal sources of recruitment refers to the recruitment of employees who are

already a part of the existing payroll of the organisation. The vacancy for the position can be
informed to the employee through internal communication.

There are different types of internal hiring in the organisation and they are as follows:

1. Present Employees

a. Promotion: Promotion is referred to as the change of designation of the employee. It

involves shifting of the existing employee to a higher position within the organisation and
providing that employee with more responsibility and a raise in pay.

Promotion helps in motivating the other employees of the organisation to work hard so that
they also become eligible for promotion.

b. Transfer: Transfer refers to the shifting of an existing employee from one department to
another department in an organisation.

2. Employee Referrals: It can happen that the organisation in an effort to cut down costs on
hiring is looking for employee referral. The employees are well aware of the job roles in the
organisation for which manpower is required. These employees will refer potential candidates
by screening them based on their suitability to the position.

3. Former employees: Some organisations have the provision of hiring retired employees
willing to work part time/full time for the organisation.

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4. Previous Applicants: Although not an internal source, in the true sense, those who have
previously applied for jobs can be contacted by mail. This is a quick and an inexpensive way
to fill an unexpected vacancy.

Advantages of internal source of recruitment:

• Improve morale (confidence)

• Proper evaluation
• Economical
• Motivation technique
• Promoter loyalty

Disadvantages :

• Inbreeding and discourage new blood enter

• Difficult to find suitable
• No innovation
• Personnel bias

B. External Sources
External sources of recruitment seek to employ candidates that have not been recruited
anytime before in the organisation.

Introduction of fresh talent among the workforce leads to growth and development of the
business.

Following are the some of the external sources of recruitment:

 Advertisement: Advertisements serve as a great source of information regarding any

job opportunities. The biggest advantage of advertisement is that it covers a wide area
of market and scattered applicants can get information from advertisements. Medium
used is Newspapers and Television.This type of source is used for recruitment of
middle level employees, or high level employees.

 Employment Exchanges: Employment exchanges serve as a source of recruitment for

the people as it is run by the government. employment exchange work as a link
between the job-seekers and the employers by matching the personnel demand and
supply.

 Casual Callers: A lot of business organizations keep a record of uninvited job

applicants in their offices. These candidates can be of benefit to the organization.
Such a list of job-seekers can be evaluated, and used for filling up vacancies as
required. This type of recruitment can decrease the price of recruiting the workforce.

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 Placement Agencies:
Private agencies and professional bodies appear to be doing considerable work in
technical and professional fields. Placement agencies help provide nationwide service
by matching personnel demand and supply. These kinds of agencies evaluate the bio-
data of several candidates and provide suitable names to their clients. These types of
agencies are useful where large-scale screening is necessary and they charge fees for
such services.
 Campus Recruitment: Recruitments are also done through colleges and institutions
of management and technology. These have become a significant source of
recruitment for technical, professional, and managerial jobs. Several huge
organizations keep close contact with universities, vocational schools, and
management institutes to recruit qualified candidates for different kinds of jobs.
Educational institutions are a widespread and normal practice for businesses for
recruitment.
 Labour Contractors: Labour contractors are helpful as they keep close contact with
labourers and in providing the necessary amount of unskilled workers in a short
period. The labour contractors are themselves employees of the organization and
perform the work of recruiting labourers whenever necessary. But if the same
employee of the organization who is the labour contractor chooses to leave the
organization, the labourers hired by him will also leave.
 Trade Unions : Generally, umemployment and underemployment persons make a
request to trade union leaders for finding suitable job for them. Union leaders are
aware of various vacancies in firms and also know the management. These leaders can
help in the recruitment of suitable persons.
 Factory Gate recruitment: This method of recruitment is applied for filling in the
vacancies of unskilled workers. From the large number of unskilled men at the gate, the
requisite numbers on some criteria are recruited. The factory foreman or the
departmental manager makes the recruitment. The need for casual workers is usually
fulfilled in this manner.

Factors Influencing Recruitment Process:

There are some factors which are influencing recruiting efforts done by human resources
management. Every organization has to engage in recruiting activity. Some do it at a time
some doesn’t.

 Size of the organization: Big organization with large number of employees will find
a huge pool of applicant while they need to fulfil a vacant position. Where on other
side a organization with small number of employees will need to outsource or to
advertise for the vacant position. Small organization finds it difficult to attract
applicant rather than big organization. Overall size of the organization is one of the

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factor which is affecting the recruitment efforts made by human resources

management department for any organization.
 Employment condition: One of the other major factor which influence the extent of
recruitment is the employment conditions on the community where the organization is
located. For example if the organization is located in a remote area where people are
not highly educated and they are good with their business will not get suitable
applicant from the location rather than the organization which is located in the area
where people are educated and are suitably qualified for the positions of the
organization.
 Salary & Benefits packages: Salary is also one the factor which is influencing
recruitment. There are some companies which are offering a handsome amount of
salary to their employees. While there are some of the other companies which are not
offering a good amount of salary to their company. So the company who are offering
good salary to their employees will be able to attract more applicant than the company
which is not offering good salary.
 Supply and demand: Anywhere in the organization if there is a demand of the
applicant is high and supply of the applicant is very low than the organization will not
meet the requirement of the position. Supply and demand is one of the factors which
is influencing the recruitment of any organization.
 Labor Market: If the labor market, where an organization is establish, is not as
much as they need than organization has to look forward to bring labor from other
place and has to give some extra benefits and has to provide house and other thing
which are required.
 Recruitment Policy: Recruitment policy of any organization is on influencing factor
of any recruiting efforts. Organization have different recruitment policy, there are
some organization which are preferring applicant from the location where they are
and there are some organization who are preferring applicant from the outside area if
they don’t find suitable applicant from the are where they are located.
 Human resources planning:
 Cost of recruitment:
 Growth and expansion:

SELECTION:

 Process of choosing the most suitable persons out of all the applicants.
 Selection is the process of picking individuals with requisite qualifications and
competence to fill the job.
 According to Dale Yoder, ‘ Selection is the process in which candidates for
employment are divided into two classes- those who are to be offered employment
and those who are not’.

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Steps in Selection Process:

The selection process can be defined as the process of selection and shortlisting of the
right candidates with the necessary qualifications and skill set to fill the vacancies in an
organisation. The selection process varies from industry to industry, company to company
and even amongst departments of the same company.

 Receiving Applications: Once candidates pass the preliminary interview,

organizations must aim to standardize the application process. Here, candidates
must fill out a standard application form that collects bio-data, qualification,
experience, background, and educational information. The application could gather
a broader understanding of the candidate, such as hobbies and interests.
 Preliminary Screening: Once the applications are received, they are screened by a
special screening committee who choose candidates from the applications to call for an
interview. Applicants may be selected on special criteria like qualifications, work
experience etc.
 Selection tests: Before an organisation decides a suitable job for any individual, they
have to gauge their talents and skills. This is done through various employment tests like
intelligence tests, aptitude tests, proficiency tests, personality tests etc..
 Employment Interview: The next step in the selection process is the employee
interview. Employment interviews are done to identify a candidate’s skill set and ability
to work in an organisation in detail.
 Medical Examinations: The medical exam is also a very important step in the selection
process. Medical exams help the employers know if any of the potential candidates are
physically and mentally fit to perform their duties in their jobs.
 Checking References: The person who gives the reference of a potential employee is
also a very important source of information. The referee can provide info about the
person’s capabilities, experience in the previous companies
and leadership and managerial skills.
 Final Selection or Appointment Letters: This is the final step in the selection
process. After the candidate has successfully passed all written tests, interviews and
medical examination, the employee is sent or emailed an appointment letter, confirming
his selection to the job.

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Various types of test to select the candidates:

The selection tests aim at measuring such skills and abilities in a worker that are decided
by job analysis to be essential for successful job performance.

Types of selection tests are :

(i) Intelligence test: It is a psychological test used to measure the level of intelligence of an
individual and his ability to make decisions.

(ii) Aptitude test : It is a psychological test used to measure the potential of an individual to
learn new skills.

(iii) Personality test : It is a test that provide cues regarding a person's emotions, reactions
and value systems.

Iv) Ability Test : Ability tests are standardised methods of assessing an individual's
performance in different work related tasks or situations. They measure potential rather than
just academic performance, and are frequently used by employers as indicators of how people
will perform in a work setting.

(v) Interest test: Interest tests have been designed to discover a person's field of interest and
to identify the kind of work that will satisfy him/her.

(V)Proficiency Tests:
These tests measure the skill which the applicant possesses at the time of testing.The claim of
the applicant about his ability to perform a particular job is tested through these tests.

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Various types of interviews conducted to select the candidates:

Depending up the requirements, situations, locations and time, the interviews are broadly
classified into different categories.

 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.
 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.
 Stress 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.
 Panel Interview − Panel interview, as the name indicates, is being conducted by a group
of people. In this type of interview, three to five members of the selection committee will
be asking questions to the candidates on different aspects. The final decision will be taken
by all the members of the panel collectively.
 Sequential interview -The job interview process typically consists of multiple rounds of
interviews, A sequential interview, also known as a serial interview, has several sessions
of job interviews taking place one after another. Typically done using the one-on-one
format, these interviews can take place in a day or over a period of time (even months).

Placement :
 Actual Posting of an employee to a specific job.

 Placement involves Assigning a specific post and responsibility to an employee.

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 The placement decision is taken by the line manager after matching the
requirements of a job with the qualifications of a candidate.

 Placement is a process of assigning a specific job to each of the selected candidates. It

involves assigning a specific rank and responsibility to an individual. It implies matching the
requirements of a job with the qualifications of the candidate. Placement is understood
assigning jobs to the selected candidates. Assigning jobs to employees may involves a new
job or different jobs. Thus, placement may include initial assignment of job to new employee,
on transfer, promotion or demotion of the present employees.

Right placement of workers can have the following advantages/ Significance

of Placement:
1. Reduced labour turnover rate.

2. Reduced absenteeism rate.

3. Increased safety of workers and lower accidents.

4. Increased morale of workers.

5. Better human relations in the organisations

6. Helps to avoid conflict

7. Improves efficiency of candidate

While taking the placement decision, the following consideration or principles must be kept in mind:

1. Job Requirements:
2. Suitable Qualifications:
3. Adequate Information to the Job Incumbent:
4. Commitment and Loyalty:
5. Flexibility:

Induction/Orientation
 It is the process of introducing an employee to the organization and made aware of
all the rules, regulations, policies, authority – responsibility relationship and working
environment.

 According to Edwin B.Flippo, “Induction is concerned with introducing or orienting a new

employee to the organisation. It is the welcoming process to make the new employee feel at
home and generate in him a feeling of belongingness to the organisation”.

 It is the first step in a proper communication policy which seeks to build a two-way channel
of information between the management and employees. The new employee, on his joining
the organisation, must be helped to get adjusted and acquainted with the fellow employees
and the work environment. Rather than leaving him to make his own way through the

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organisation. It is much better to properly and systematically introduce him to the company,
its philosophy, its place in the industry or economy, its major policies etc.

Contents of Induction Programme:

Topics to be covered in induction – 1. Company’s history, mission, vision and philosophy. 2.

Products and services of the company. 3. Company’s organisation structure. 4. Location of
departments and employee services. 5. Employee’s activities like clubs, credit society. 6.
Personnel policies and procedures. 7. Standing orders. 8. Rules and Regulations. 9. Terms and
conditions of services. 10. Grievance procedures. 11. Safety measures. 12. Benefits and
services for employees. 13. Training, promotions and transfer facility. 14. Career
advancement schemes. 15. Counselling facility.

or

Elements of good induction programme-

 Introductory Information : History, rules and reg., policy- procedures.

 On the job information : Dept. Facilities and requirement of job.

 Follow up interview : After certain time period to know the problems faced by new
entrant.

 Objective – Remove fear/Hesitation, Create good impression, Acts as a source of

information

current trends in the area of recruitment and selection:

1. F RO M RE ACT I VE T O P RO ACT I VE
The biggest shift that is slowly going on, is the shift from reactive to proactive
recruitment. It requires some level of workforce planning. With the current level of hr
analytics it is relatively easy to increase the quality of workforce planning. Who are the
people or the kind of people who are most likely to leave in the coming years? What are
the capabilities where there is an upward trend in demand? No longer recruit for vacancies,
but recruit to strengthen for the capabilities you will need in the future.

2. F RO M RE CRUI T I NG FOR JO B S TO RE CRUI T I NG FO R

AS S I G NME NT S
Organisations are more creatively using the opportunities of a more flexible
workforce. It helps to think less in terms of jobs and more in terms of assignments.

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3. F RO M S E L E CT I NG O N S K I L LS T O S E L E CT I NG O N VAL UE S AND
P E RS O NAL I T Y
For their core organisations are looking for talent where there is a good fit between
the values and the personality of the organisation and the values and the personality of the
candidates.
4. G AMI F I CAT I O N I N RE CRUI T ME NT
The use of gamification in recruitment has been going on for some time. Recruitment
can be fun, and people want to work for organisations where work and fun are closely
connected.
5. G AMI F I CAT I O N I N S E L E CT I O N
Gamification is now entering selection as well. Candidates are asked to play a game
(e.g. The Wasabi Waiter) and the companies behind the games claim they can make a
valuable profile of the candidate based on his or her game behaviour and results.
6. T H E E ND O F TRAI NE E S H I P S
Traineeships are slowly fading away. Planning the careers of people years ahead does
not fit in a time where the speed of change is continuously increasing. Also it does not
help the business to create a group of people who are pampered during a couple of years
and who are kept away from real work.

HRIS (Human Resource Information System):

Information System:

 Essentially made up of five components hardware, software, database, network and

people.
 Collecting, Storing and Processing data and for providing information, Knowledge.

HRIS:

A Human Resource Information System (HRIS) is a software solution that combines

various human resource functions, processes, and data into a single system to
streamline and enhance HR-related activities within an organization. The primary
goal of an HRIS is to help HR professionals and management make informed
decisions by providing accurate and timely information about the workforce.

Key features of a Human Resource Information System typically include:

1. Employee Information Management:

1. Centralized database for storing and managing employee information.
2. Personal details, contact information, employment history, and other
relevant data are stored in a secure and organized manner.
2. Recruitment and Applicant Tracking:

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1. Tools for managing the recruitment process, including job posting, applicant
tracking, and candidate management.
2. Automation of some aspects of the hiring process, such as resume parsing
and initial screening.
3. Performance Management:
1. Tracking employee performance through goal setting, performance reviews,
and feedback mechanisms.
2. Data analytics to assess individual and team performance over time.
4. Training and Development:
1. Recording and tracking employee training and development activities.
2. Identifying skill gaps and planning for future training initiatives.
5. Time and Attendance Management:
1. Monitoring employee attendance and working hours.
2. Integration with time clock systems and tools for managing leave requests.
6. Payroll Processing:
1. Automation of payroll calculations, including tax deductions, benefits, and
other relevant factors.
2. Compliance with local labor laws and regulations.
7. Benefits Administration:
1. Managing employee benefits, such as health insurance, retirement plans, and
other perks.
2. Tracking and communicating benefit enrollment information.
8. Employee Self-Service Portals:
1. Providing employees with access to their personal information, pay stubs,
benefits, and other relevant data.
2. Empowering employees to update their information and request time off.
9. Analytics and Reporting:
1. Generating reports and analytics on various HR metrics, such as turnover
rates, employee satisfaction, and workforce demographics.
2. Supporting data-driven decision-making.
10. Compliance Management:
1. Ensuring that HR processes adhere to legal and regulatory requirements.
2. Managing documentation and reporting for compliance purposes.

Implementing an HRIS can bring numerous benefits to an organization, including

increased efficiency, better decision-making, improved data accuracy, and enhanced
employee satisfaction. It's important for organizations to choose an HRIS that aligns
with their specific needs and business processes.

Data Sources:

 Recruiting (Application tracking system, Applied CV)

 Demographic data ( Employee ID, name, gender, DOB, residence, Dept)
 Performance Management(Performance rating, reviews)

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 Learning Management ( Training and development)

 Job Architecture( Position, duties, responsibilities etc)
 Compensation and benefits(Basic Pay, TA, DA, etc)
 Succession planning (Leadership data)
 Exit Interview ( reasons, Helps in reducing employee turnover)

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