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Mgmt study material created/ compiled by - Commander RK Singh [email protected]

HUMAN RESOURCE MANAGEMENT

Page 1 of 74 - Human Resource Management Notes

Jamna lal Bajaj Insti tute of Mgmt Studies


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INDEX

SL SUBJECT PAGE

1. HUMAN RESOURCE MANAGEMENT ( H R M ) 3

2.STRATEGIC HUMAN RESOURCE

MANAGEMENT

9

3. HUMAN RESOURCE DEVELOPMENT 11

4. TEAM EFFECTIVENESS 13

5. HUMAN RESOURCE PLANNING ( H R P ) 14

6. JOB ANALYSIS 20

7. JOB DESCRIPTION 21

8. JOB SPECIFICATION 22

9. JOB EVALUATION 23

10. JOB DESIGN 25

11. JOB SATISFACTION 28

12. WORK SAMPLING 28

13. RECRUITMENT 31

14. SELECTION 35

15. TRAINING & DEVELOPMENT 3816. INDUCTION & ORIENATION 44

17. MULTI-SKILLING 47

18. CHANGE MANAGEMENT 49

19. PERFORMANCE APPRAISALS 56

20. HUMAN RESOURCE AUDIT 62

21. MOTIVATION THEORIES 64

22. MORALE 67

23. PERSONNEL POLICIES 68

24. UNIONS 71

25. ORGANIZATIONAL DOWNSIZING 73




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W H A T I S H R M ?

M E A N I N G O F H R M

HRM is a management function that helps organisation to recruit, select, train, develop and

manage its members. Simply stated, HRM is all about management of people in the

organisation from Recruitment to Retirement. HRM refers to set of programs, functions,and activities designed and carried out in order to maximise both employee as well as

organisational effectiveness.

Definition 1

HRM is planning, organizing, directing and controlling of the procurement, development,compensation, integration, maintenance and separation of human resources to the end that

individual, organizational and social objectives are accomplished.

Definition 2

HRM is concerned with the people dimensions in management. Since every organization

is made up of people, acquiring their services, developing their skills, motivating them tohigher levels of performance and ensuring that they continue to maintain their commitment

to the organization are essential to achieving organizational objectives. This is true,

regardless of the type of the organization government, business, education, health,

recreational, or social action.

O B J E C T I V E S O F H R M

1. Organizational Objectives : To assist the organization to achieve its primaryobjectives, whether it is profit making or charity or social agenda.

2. Societal Objectives: To be responsive to the needs and challenges of the society

while minimizing the negative impact, if any, of such demands upon the organization.

3. Functional Objectives : To maintain departments contribution and level ofservices at a level appropriate to the organizations needs.

4. Personal Objectives: To assist employees in achieving their personal goals, at least

in so far as these goals enhance the individuals contribution to the organization. This isnecessary to maintain employee performance and satisfaction for the purpose of

maintaining, retaining and motivating the employees in the organization.




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S C O P E O F H R M

From Entry to Exit orRecruitment to Retirement of an employee in the organization

Following are the areas of operation of HRM:

1. Human Resource Planning

2. Job Analysis

3. Job Design

4. Recruitment & Selection

5. Orientation & Placement

6. Training & Development

7. Performance Appraisals

8. Job Evaluation

9. Employee and Executive Remuneration

10. Motivation

11. Communication

12. Welfare

13. Safety & Health

14. Industrial Relations

Based on the above activities, we can summarize the scope of HRM into following sevendifferent categories:

1. Introduction to HRM

2. Employee Hiring

3. Employee and Executive Remuneration

4. Employee Motivation

5. Employee Maintenance

6. Industrial Relations

7. Prospects of HRM




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R O L E O F H R M

1. Advisory Role: HRM advises management on the solutions to any problemsaffecting people, personnel policies and procedures.

(a) Personnel Policies: Organization Structure, Social Responsibility,

Employment Terms & Conditions, Compensation, Career & Promotion, Training &

Development and Industrial Relations.

(b) Personnel Procedures: Relating to manpower planning procedures,recruitment and selection procedures, and employment procedures, training procedures,

management development procedures, performance appraisal procedures, compensation

procedures, industrial relations procedures and health and safety procedures.

2. Functional Role: The personnel function formulates personnel policies in

accordance with the companys doctrine and management guidelines. It provides guidance

to managers to help them ensure that agreed policies are implemented.

3. Service Role: Personnel function provides personnel services. These services

constitute the main activities carried out by personnel department, like payroll, disciplinaryactions, etc, and involve the implementation of the policies and procedures described

above.

R O L E O F H R M A N A G E R S

1. Humanitarian Role: Reminding moral and ethical obligations to employees.

2. Counsellor: Consultations to employees about marital, health, mental, physical and

career problems.

3. Mediator: Playing the role of a peacemaker during disputes, conflicts between

individuals and groups or management.

4. Spokesman: To represent the company in Media and other forums because he hasbetter overall picture of his companys operations.

5. Problem Solver: Solving problems of overall human resource management and long-

term organizational planning.

6. Change Agent: Introducing and implementing institutional changes and installing

organizational development programs

7. Management of Manpower Resources: Broadly concerned with leadership both in

the group and individual relationships and labour-management relations.




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O B J E C T I V E S V / s F U N C T I O N S O F H R M

HRM Objectives Supporting HRM Functions

Social Objectives (3) (a) Legal Compliance

(b) Benefits(c) Union Management

Relations

Organizational Objectives (7) (a) Human Resource Planning(b) Employee Relations

(c) Recruitment & Selection

(d) Training & Development(e) Performance Appraisals

(f) Placement & Orientation

(g) Employee Assessment

Functional Objectives (3) (a) Performance Appraisals(b) Placement & Orientation

(c) Employee Assessment

Personal Objectives (5) (a) Training & Development

(b) Performance Appraisals

(c) Placement & Orientation(d) Compensation

(e) Employee Assessment

M A N A G E R I A L F U N C T I O N S O F H R M

1. Planning: Research and plan about wage trends, labour market conditions, union

demands and other personnel benefits. Forecasting manpower needs etc.

2. Organizing: Organizing manpower for the achievement of organizational goals and

objectives.

3. Staffing: Recruitment & Selection

4. Directing: Issuance of orders and instructions, providing guidance and motivation tomanagers and employees.

5. Controlling: Regulating personnel activities and policies according to plans.Observations and comparisons of deviations

O P E R A T I O N A L F U N C T I O N S O F H R M

1. Procurement: Planning, Recruitment and Selection, Induction and Placement

2. Development: Training, Development, Career planning and counselling.




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3. Compensation: Wage and Salary determination and administration

4. Integration: Integration of human resources with organization.

5. Maintenance: Sustaining and improving working conditions, retentions, employeecommunication

6. Separations: Managing separations caused by resignations, terminations, lay offs,death, medical sickness etc.

C H A L L E N G E S O F H R M I N I N D I A N E C O N O M Y

The job of HRM department in India has never been so challenging. Last decade has

witnessed tectonic shift in Job market. From being an employers market, it has suddenly

turned into employees market, especially in the most crucial segment, ie middlemanagement. Globalisation and Indias growing stature in the world has seen demand for

Indian managers soaring. From the state of plenty, there is a stage of scarcity of the right

talent. The biggest challenge is to retain the talent one has so assiduously hunted andtrained. The attrition rate has reached alarming proportions. It has reached such proportionsthat certain segments of Industry are maintaining bench strengths to fill in the sudden gaps

due to resignations. In addition, there are following new issues:

1. Globalization: Growing internationalization of business and workforce has its

impact on HRM in terms of problems of unfamiliar laws, languages, practices,

attitudes, management styles, work ethics and more. HR managers have a challenge todeal with more and more heterogeneous functions and more involvement in employees

personal life.

Corporate Re-organizations: Liberalisation has led to largescale reorganization ofbusinesses in terms of expansions, mergers and acquisitions, joint ventures, take

overs, and internal restructuring of organizations. In circumstances as dynamic

and as uncertain as these, it is a challenge to manage employees anxiety,uncertainties, insecurities and fears.

New Organizational Forms: Exposure to international business and practices haveled to change in the organisational structure and HR policies of the local

companies. Take for instance, the hierarchical structure of Indian companies.

Suddenly, Indian companies have begun to adopt flat hierarchical managementstructure. But to implement and grout such fundamental changes in management

philosophy of any company is never easy. The challenge for HRM is to cope withthe implications of these new relations in place of well established hierarchical

relationships that existed within the organizations for ages in the past.

2. Changing Demographics of Workforce: Changes in workforce are largely

reflected by dual career couples, large chunk of young blood with contrasting ethos ofwork among old superannuating employees, growing number of women in workforce,




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working mothers, more educated and aware workers etc. Thus, changing demography

of workforce has its own implications for HR managers and a true challenge to handle.

3. Changed Employee Expectat ions: With the changes in workforce

demographics, employee expectations and attitudes have also transformed. Traditional

allurements like job security, house, and remunerations are not much attractive today.Rather, employees are demanding empowerment and equality with management.

Hence, it is a challenge for HRM to redesign the profile of workers, and discover newmethods of hiring, training, remunerating and motivating employees.

New Industrial Relations Approach: In the changed industrial climate, even tradeunions have realised that strikes and militancy have lost their relevance and not

many workers are willing to join them and disrupt work. However, the problems

faced by workforce now have different dimension for the management. They

manifest in the form of increased attrition rate. Unsatisfied employees instead ofapproaching the management for resolution, often take up the new job. The

challenge before the HRM is find ways and means to feel the pulse of employeesand address the issues on proactive basis.

Renewed People Focus: Man behind the machine is most important than the

machine. This is an old doctrine of the Armed Forces. However, this doctrine hasbegun to gain acceptance in the corporate world and thus all out efforts to grab the

best talent at what ever cost.

4. Managing the Manager s: Managing the managers is most difficult. Armed with

inside information, they can not be lured with rosy promises. They are in great demand

too with growth in economy. These are the people who are most mobile, attrition rate

being highest for the junior and middle management level. The challenge of HRM ishow to manage this tribe?

5. Weaker Sections Interests: Another challenge for HRM is to protect the interestof weaker sections of society. The dramatic increase of women workers, minorities and

other backward communities in the workforce, coupled with weakening of trade unions,

has resulted in the need for organizations to re-examine their policies, practices andvalues. In the name of global competition, productivity and quality, the interests of the

society around should not be sacrificed. It is a challenge of todays HR managers to see

that these weaker sections are neither denied their rightful jobs nor are discriminatedwhile in service.

6. Contribution to the Success of Organizations: The biggest challenge to an

HR manager is to make all employees contribute to the success of the organization inan ethical and socially responsible way. Because societys well being to a large extent

depends on its organizations.




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S T R A T E G I C H U M A N R E S O U R C E

M A N A G E M E N T

Strategy:

Strategy is a way of doing something. It includes the formulation of goals and setting ofaction plans for accomplishment of that goal.

Strategic Management:

A Process of formulating, implementing and evaluating business strategies to achieve

organizational objectives is called Strategic Management

Definition of Strategic Management

Strategic Management is that set of managerial decisions and actions that determine the

long-term performance of a corporation. It includes environmental scanning, strategy

formulation, strategy implementation, evaluation and control.

The study of strategic management therefore emphasizes monitoring and evaluating

environmental opportunities and threats in the light of a corporations strengths andweaknesses.

S T E P S I N S T R A T E G I C M A N A G E M E N T

1. Environmental Scanning: Analyze the Opportunities and Threats in ExternalEnvironment

2. Strategy Formulation: Formulate Strategies to match Strengths and Weaknesses. It

can be done at Corporate level, Business Unit Level and Functional Level.

3. Strategy Implementation: Implement the Strategies

4. Evaluation & Control: Ensure the organizational objectives are met.

I M P O R T A N C E & B E N E F I T S O F S T R A T E G I C

M A N A G E M E N T

1. Allows identification, prioritization and exploration of opportunities.

2. Provides an objective view of management problems.3. Represents framework for improved co-ordination and control

4. Minimizes the effects of adverse conditions and changes

5. Allows major decisions to better support established objectives

6. Allows more effective allocation of time and resources

7. Avoids ad hoc decisions




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8. Helps to integrate the individual behaviours

9. Encourages forward thinking

10. Encourages favourable attitude towards change.

R O L E O F H R M I N S T R A T E G I C M A N A G E M E N T

Role in Strategy Formulation: HRM is in a unique position to supply competitive

intelligence that may be useful in strategy formulation. Details regarding advancedincentive plans used by competitors, opinion survey data from employees, elicit

information about customer complaints, information about pending legislation etc. can be

provided by HRM. Unique HR capabilities serve as a driving force in strategy formulation.

Role in Strategy Implementation: HR Manager helps strategy implementation by

supplying competent people. Additionally, HRM facilitates strategy implementation by

encouraging proactive thinking, communicating goals and improving productivity andquality.




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H U M A N R E S O U R C E D E V E L O P M E N T

Human Resource Development is a process to help people to acquire competencies and to

increase their knowledge, skills and capabilities for better performance and higher

productivity.

Definition 1:

HRD is a process of enhancing the physical, mental and emotional capacities of individuals

for productive work.

Definition 2:

HRD means to bring about the possibility of performance improvement and individual

growth.

P R O A C T I V E H R D S T R A T E G I E S F O R L O N G

T E R M P L A N N I N G A N D G R O W T H

Like quoted earlier, employee retention has become bigger challenge than employee hiring

today. With trade unions breathing their last, and easy job availability, employees have

developed propensity to switch jobs for minor reasons without voicing their protest. Thus,

HRD has to take a proactive approach, that is, to seek preventive care in human relations.By using HRD strategies, maximization of efficiency and productivity could be achieved

through qualitative growth of people.

Long-term growth can also be planned by creating highly inspired groups of employees

with high aspirations to diversify around core competencies and to build new

organizational responses for coping with change.

A proactive HRD strategy can implement plans directed at improving personal competence

and productive potentials of human resources.

Following strategic choices can be considered which would help todays organizations to

survive and grow.

Change Management: Manage change properly and become an effective change agent

rather than being a victim of change itself.

Values: Adopt proactive HRD measures, which encourage values of trust, autonomy,

proactive approach and experimentation.




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Maximize Productivity and Efficiency: Maximize productivity and efficiency of theorganization by helping qualitative growth of people




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T E A M E F F E C T I V E N E S S

Definition:

A team is a small group of people who agree to work together for achieving a clear andidentifiable set of goals.

Teams Can be Very Effective.

The benefit of teams lie in Synergy which means The whole is greater than sum of its

parts. Thus, a team is able to produce more than the sum of individuals working separately.

A team benefits from complementing and some times contrasting abilities of its members.Teams can bring to bear a wider range of skills and experience to solve a problem. Teams

often lead to better quality decisions as individual whims and prejudices are kept in check.

Further, members of team have an obligation to each other and thus there is a moralforce/binding to perform.

T E A M E F F E C T I V E N E S S

For a team to be effective, following are the prerequisites:

1. Harmony and trust among the team members

2. Effective leadership

3. Shared goals

4. Diverse skills and experience - technical, problem solving and interpersonal skills

5. Creativity and risk taking ability

6. Freedom to voice views

7. Ability to self-correct

8. Interdependent work

9. Effective decision making process

10. Ability to resolve conflict

11. Clear communication channels

Synergy among the team members is very important. The team needs a clear sense ofdirection which the leader provides. Harmony and trust among the group members is

utmost essential. In any group, conflicts are inevitable, how ever harmonious it may be.

There has to be a well formulated policy for conflict management. Decision making is a




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source of potential conflicts. A well charted course for decision taking will be able to

minimise such conflicts.

H U M A N R E S O U R C E P L A N N I N G ( H R P )

Human Resource Planning, as the name suggests, is the process of identification/forecasting a firms future requirement of type and number of people in order to meet the

organisational goals and objectives. It is a continuous process either due to fresh

requirement of manpower owing to change/growth/diversification of business or due toattrition of manpower due to retirement, termination, death, disability or resignations.

Definition 1:

HRP includes estimation of how many qualified people are necessary to meet the future

business requirement, how many people will be available, and what, if anything, must be

done to ensure availability of personnel equals the demand at all times in the future.

Definition 2:

HRP is a Process, by which an organization ensures that it has the right number of right

kind of people at the right place, at the right time, capable of effectively and efficiently

completing those tasks that will help the organization achieve its overall objectives.

N E E D & I M P O R T A N C E O F H R P

Human Resource comes at a cost and generates profits. While excess of human resource

will lead to unproductive costs, shortages of same will lead to idling of other resources and

impede profit generation. Having the people is not enough. Each job needs specific skillsand experience and only a certain trained personnel can do it effectively. Therefore, it is

necessary that right kinds of people are hired for each job.

Personnel requirement is never static. Manpower wastages in the organisation keep taking

place regularly due to retirement, injury, resignations, termination, etc. In addition, changes

in the business environment, business model and plan, capacity/product changes,diversifications, etc, also generate need to review the human resource requirement of the

organisation.

Changes in the Business Environment in the past one and half decade have led to relativescarcity of talented people. Right kinds of people are no more available at short notice.

There is considerable time gap between identifying the need for manpower and filling the

vacancy, some times stretching between 6 months to one year. Thus, it will help thecompany if the requirement is forecasted adequately in advance to enable hiring of right

kind of personnel just in time so that neither the machines/other resource idle for want of

manpower nor do the people idle. At the same time, there could be situations when there is




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spare manpower in the company. Company may have changed over to a new technology

productions and therefore all personnel trained in old machines may have becomeredundant and surplus. The Exit Policy for workers is not easy and they can not be

released at short notice. Re-training or retrenchment of personnel has to be planned in

advance.

In India services is growing at a fast pace. It has already overtaken agriculture and

Industrial production sectors to become the biggest contributor to GDP. In service industry,human capital is the most important asset. HRP bears a disproportionate importance in this

industry.

Foundation of Personnel Functions : HRP provides for not only front line

manpower but also caters for support staff requirement which are called Personnel

Functions like recruitment, selection, personnel development, training and

development etc. Large scale changes in frontline staff will have proportionalchanges in requirement of support staff as well which can be planned alongside.

H R P S Y S T E M

HRP System as such includes following elements or sets for planning.

Business Environment

Overall Organization Objectives

Forecasting Manpower Needs

Assessing Manpower Supply

Matching Manpower Demand-Supply factors

Based on these elements we can draw HRP System Architecture as under.



Business Environment

Organization Objectives & Goals

Manpower Forecast Manpower Supply Assessment

Manpower Programming

Manpower Implementation

Control & Manpower

Evaluation

Surplus Manpower Shortage of Manpower


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H R P P R O C E S S

Organizational Objectives & Policies:

Organizational objectives and policies give a clue to future requirement of manpower. Acompany planning expansion would require more manpower in near future. Kind of people

required would be dictated by technology being planned for expansion. HRP needs to align

hiring of people with these elements. In addition, companys policies towards its manpowerpolicies, like using internal resources for promotion or external resources or dependence on

certain caste or region for some jobs have also to be catered for. Gujarati companies in

diamond business hire only gujaraties. Similarly, certain Business Houses from Rajasthan

prefer Rajasthanies. So, HRP process will be dictated by following organisational policies:

1. Internal Hiring or External Hiring?

2. Training & Development plans

3. Union Constraints

4. Job enrichment issues

5. Rightsizing organization

6. Automation needs

7. Continuous availability of adaptive and flexible workforce

Manpower Demand Forecasting: It is the process of estimating the future quantity and

quality of people required. The basis should be long term corporate plans. Demandforecasting should be based on following factors.

Internal Factors: -

Production levels

New products and services

Organizational structure

Employee separation

Budget constraints

External Factors:

Economic climate

Laws and regulatory bodies

Technology changes

Social Factors

Legal requirements with regards to reservations




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ManpowerSupply Forecasting: This process measures the number of people likely tobe available from within and outside the organization after making allowance for

absenteeism, internal movements and promotions, wastages, changes in hours and other

conditions of work.

Supply Analysis covers:

Existing Human Resources: HR Audits facilitate analysis of existing employeeswith skills and abilities. The existing employees can be categorized as skills

inventories (non-managers) and managerial inventories (managers).

Skill inventory would include the following;

Personal data

Skills

Special Qualifications

Salary

Job History

Company data

Capabilities

Special preferences

Management inventories would include the following:

Work History

Strengths

Weaknesses

Promotion Potential

Career Goals Personal Data

Number and Types of Subordinates supervised

Total Budget Managed

Previous Management Duties

Internal Supply Assessment:

Inflows and outflows (transfers, promotions, separations, resignations,

retirements etc.)

Turnover rate (No. Of separations p.a. / Average employees p.a. X 100)

Conditions of work (working hours, overtime, etc.) Absenteeism (leaves, absences)

Productivity level

Job movements (Job rotations or cross functional utilizations)

External Supply Assessment: External sources are required for following reasons

New blood,

New experiences




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Replenish lost personnel

Organizational growth

Diversification

External sources can be colleges and universities, consultants, competitors and

unsolicited applications.

S U C C E S S I O N P L A N N I N G

Meaning of Succession Planning

Succession planning is the process or activities connected with the filling of key positions

in the organization hierarchy as vacancies arise. Succession planning focuses on

identification of future vacancies and locating the probable successor. For example insuccession planning the key concern can be who will be next CEO or what will happen if

the Marketing Manager retires in coming March. Grooming a person to fill an important

position may take years. Succession planning involves identification of key positions in thecompany and then scouting for people who can effectively fill those positions at short

notice.

Importance of Succession Planning

1. Succession planning helps when there is a sudden need due to job hopping/death of

serious injury to a key employee.

2. There is little or no set back due to absence of key employee.

3. Acts as a motivator for the individual employee who comes to know of the

impending promotion in advance.

4. Succession planning helps create loyalty towards the organization and improved

motivation and morale of individual employees.

5. Organization gains stable workforce and low employee turnover.

6. Ultimately organization becomes successful in accomplishing its goals effectively.

C A R E E R P L A N N I N G

Career as a concept means a lifelong sequences of professional, educational anddevelopmental experiences that an individual goes through in his working life. It is asequence of positions occupied by a person during his life.

Career planning is the process of identifying an individuals strengths, weaknesses,aptitudes, inclinations, aspirations and attitudes and designing his job responsibilities to

take maximum advantages of positive traits and minimising the effect negatives traits.




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After identifying the personality traits of the individual begins the process of identifying

suitable job billets for him. It may also involve training at times to strengthen his weakareas.

Career planning is a process of integrating the employees needs and aspirations with

organizational requirements.

A typical succession planning involves the following activities:

1. Analysis of the demand for managers and professionals by company

level, function and skill.

2. Audit of existing executives and projection of likely future supply frominternal and external sources.

3. Planning of individual career paths based on objective estimates of

future needs and drawing on reliable performance appraisals and assessments of

potential.4. Career counselling undertaken in the context of a realistic understandingof the future needs of the firm as well as those of the individual.

5. Accelerated promotions with development targeted against the future

needs of the business.

6. Performance related training and development to prepare individuals for

future roles as well as current responsibilities

7. Planned strategic recruitment not only to fill short term needs but also to

provide people for development to meet future needs

8. The actual activities by which openings are filled




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J O B A N A L Y S I S

Definition 1

Job Analysis is a process of collecting and studying the information relating to operationsand responsibilities of a specific job. The immediate products of this analysis are Job

Description and Job Specifications.

Definition 2

It is a basic technical procedure that is used to define duties and responsibilities and

accountabilities of the job.

P U R P O S E O F J O B A N A L Y S I S : -

Human Resource Planning (HRP) : Job analysis helps in determining

staffing needs, type, quality and quantity.

Recruitment & Selection : Knowing the staffing needs is essential for

Recruitment and Selection Right person for each job. Sourcing of recruits alsobecomes easy and cost effective

Trainin g & Devel opme nt : Job analysis is the key to determining Training andDevelopment programs.

Job Evaluation : Job evaluation means determination of relative worth of each

job for the purpose of establishing wage and salary. This is possible with the help ofjob description and specifications; i.e. Job Analysis.

Remuneration : Job analysis also helps in determining wage and salary for thejobs.

Performance Appraisal : Job analysis helps in fixing the bench marks ofperformance standards which in turn help in objective Performance appraisal,

rewards, promotions, etc.

Safety & Health : Job Analysis helps to uncover hazardous conditions and

unhealthy environmental factors so that corrective measures can be taken to

minimize and avoid possibility of human injury.




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J O B D E S C R I P T I O N

Job Description implies objective listing of the job title, tasks, and responsibilities

involved in a job.

Job description is a word picture of the duties, responsibilities and organizational

relationships that constitutes a given job or position. It defines work assignment and a

scope of responsibility that are sufficiently different from those of the other jobs to warranta specific title. Job description is a broad statement of purpose, scope, duties and

responsibilities of a particular job.

C o n t e n t s o f J o b D e s c r i p t i o n

1. Job Identification

2. Job Summary

3. Job Duties and Responsibilities

4. Supervision specification

5. Machines, tools and materials

6. Work conditions

7. Work hazards

8. Definition of unusual terms

F o r m a t o f J o b D e s c r i p t i o n

1. Job Title

2. Region/Location

3. Department

4. Reporting to (Operational and Managerial)

5. Objective

6. Principal duties and responsibilities




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J O B S P E C I F I C A T I O N S

Job Specification involves listing of qualifications, skills and abilities required in an

employee to meet the job description. These specifications are minimum required to do the

job satisfactorily.

In other words, it is a statement of minimum acceptable physical/psychological attributes

and professional skills necessary to perform the job properly. Job specifications seek toindicate kind of persons who can be expected to meet the role requirements. Thus, it is

basically concerned with matters of selection, screening and placement and is intended to

serve as a guide in hiring.

C o n t e n t s o f J o b S p e c i f i c a t i o n s

1. Physical Characteristics

2. Psychological characteristics

3. Personal characteristics

4. Educational Qualifications

5. Skill Set and Experience/Responsibilities

6. Demographic features

Job specifications can be further divided into three broad categories

1. Essential Attributes

2. Desirable Attributes

3. Contra-Indicators Attributes which are likely to act as impediments to success ofjob




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J O B E V A L U A T I O N

Job evaluation is the process of analyzing and assessing various jobs systematically to

ascertain their relative worth in an organization.

Job Evaluation involves determination of relative worth of each job for the purpose of

establishing wage and salary differentials. Relative worth is determined mainly on the basis

of Job Description and Job Specification only. Job Evaluation helps to determine wagesand salary grades for all jobs. Employees need to be compensated depending on the grades

of jobs they perform. Remuneration must be based on the relative worth of each job.

Ignoring this basic principle results in inequitable compensation and attendant ill effects onemployees morale. A perception of inequity is a sure way of de-motivating an employee.

Jobs are evaluated on the basis of content and placed in order of importance. Thisestablishes Job Hierarchies, which becomes the basis for satisfactory wage differentials

among various jobs.

Jobs are ranked (not jobholders)

P R O C E S S O F J O B E V A L U A T I O N :

1. Defining objectives of job evaluation

(a) Identify jobs to be evaluated (Benchmark jobs or all jobs)

(b) Who should evaluate job?(c) What training do the evaluators need?

(d) How much time involved?

(e) What are the criteria for evaluation?

(f) Methods of evaluation to be used

2. Wage Survey

3. Employee Classification

4. Establishing wage and salary differentials.

M E T H O D S O F J O B E V A L U A T I O N

1. Analytical Methods

(a) Point Ranking Methods: Different factors are selected for different jobs with

accompanying differences in degrees and points.




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(b) Factor Comparison Method: The important factors are selected which

can be assumed to be common to all jobs. Each of these factors are thenranked with other jobs. The worth of the job is then taken by adding together

all the point values.

2. Non-Analytical Methods

(a) Ranking Method: Jobs are ranked on the basis of their title or contents. LikeManagers, Supervisors, Workers, Peon, etc. All managers whether from

production, planning, sales, stores or Allied Services (House Keeping) Deptt

are treated equal. Job is not broken down into factors etc. It is easier toimplement but not always satisfactory for the employees.

(b) Job Grading Method: It is based on the job as a whole and the differentiation

is made on the basis of job classes and grades. Like in a hotel,Receptionists job may be graded higher than back office billing clerks job.

Similarly, a production/sales manager billet may be graded higher thanAllied Services Managers. In this method it is important to form a gradedescription to cover discernible differences in skills, importance to

companys core operations, responsibilities and other characteristics.

P I T F A L L S O F J O B E V A L U A T I O N :

1. Sometimes encourages employees to manipulate for promotion/internal placement

when there may be limited opportunities for enhancement as a result of downsizing.

2. It promotes internal focus (office politics) instead of customer orientation

3. Not suitable for forward looking organizations, which may have trimmed multiple job

titles into two or three broad jobs.




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J O B D E S I G N

In the most simplified form - The process of breaking/organizing work into specific tasks

in order to perform a specific job is called Job Design. Job Design is the logical Sequence

to Job Analysis. Job design involves conscious efforts to organise tasks, duties andresponsibilities into a unit of work to achieve certain objective.

Steps in Job Design

1. Specification of Individual Tasks

2. Specification of Methods for Tasks Performance

3. Combination of Tasks into Specific Jobs to be assigned to individuals

F A C T O R S A F F E C T I N G J O B D E S I G N

1. Organizational factors

(a) Characteristics of Tasks (Planning, Execution and Controlling of Task)

(b) Work Flow (Process Sequences)

(c) Ergonomics (Time & Motion Study)

(d) Work Practices (Set of ways of performing tasks)

2. Environmental Factors

(a) Employee Abilities and Availability(b) Social and Cultural Expectations

3. Behavioural Elements

(a) Feedback

(b) Autonomy

(c) Use of Abilities

(d) Variety

T E C H N I Q U E S O F J O B D E S I G N

1. Work Sim plif icat ion : Job is simplified or specialized. The job is broken down

into small parts and each part is assigned to an individual. To be more specific, work

simplification is breaking down the job to such small tasks that complexity is taken out ofthem. Like in a assembly line of car, one person only tighten wheel nuts with a pneumatic

tool which tighten the nuts. The complexity of ensuring that each nut is tightened to

required degree has been transferred to machine and the worker only applies the tool to the




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right place. He does not even put the wheel in place. In such cases, work becomes

repetitive in nature. Work simplification is used when jobs are not specialized.

2. Job Rotation : Same job, same people, same surrounding, days over days,

months over months, leads to boredom and even fatigue. And it manifests in higher error

rate, fall in productivity, absenteeism, job hopping, etc. Job rotation is answer to suchproblems. While broadly the job may remain same, minor variations between jobs are

enough to rejuvenate the employee. It not only benefits the personnel but also theorganisation in equal measure

(a) Benefit to the Employee. It is a development tool since the employees getexposure to several jobs which develops their personality and employability.

It improves their self-image and leads to personal growth. Such cross

functional deployments often reveal hidden performance potentials/skills of

many employees in the course of new job.

(b) Benefits to the Company: Such cross functional knowledge of employeesprovides the company with a fall back option in case of absence of any

employee. It also gives flexibility to the management to reorganise the

functional setup just in case of need like demand pattern shift or change inbusiness model or any other eventuality. Also, periodic job rotation is the

best method to avoid compartmentalisation of departments. Movement of

personnel between departments and first hand knowledge of limitations and

problems faced by other departments reduces frictions and leads to bettercooperation between them. Interpersonal bonds developed during in the

course of such cross functional job rotation further smoothens the

interaction between departments. On the negative side, training costs rise

and it can also de-motivate intelligent and ambitious trainees who mighttake it as their undesirability in their own department unless it is well laid

down policy of the company.

3. Job Enlargemen t : It means expanding the number of tasks, or duties assigned

to a given job. Job enlargement is naturally opposite to work simplification. Adding moretasks or duties to a job does not necessarily mean that new skills and abilities are needed.

There is only horizontal expansion. It is with same skills taking additional responsibilities

like increasing the number of machines operators under a supervisor from 10 to 15. Jobenlargement may involve breaking up of the existing work system and redesigning a new

work system. For this employees also need to be trained to adjust to the new system. Job

enlargement is said to contribute to employee motivation but the claim is not validated inpractice.

4. Job Enrichment : Job enrichment is to add a few more motivators to a job to

make it more rewarding. A job is enriched when the nature of the job is exciting,challenging, rewarding and creative or gives the job holder more decision-making,

planning and controlling powers. An enriched job will have more authority, responsibility,

autonomy (vertical enrichment), more variety of tasks (horizontal enrichment) and moregrowth opportunities. The employee does more planning and controlling with less




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supervision but more self-evaluation. For example: transferring some of the supervisors

tasks to the employee and making his job enriched. As per Hertzberg, who was the fatherof this term, an enriched job has eight characteristics:

(a) Direct Feedback : Employee should be able to get immediate knowledge of the

results they are achieving.(b) Client Relationship : An employee who serves a client or customer

directly has an enriched job. The client can be outside or inside the firm.

(c) New Learning : An enriched job allows its incumbent to feel that he is growing

intellectually.

(d) Scheduling Own Work : Freedom to schedule own work (autonomy) is job

enrichment.

(e) Unique Experience : A enriched job has some unique qualities or features.

(f) Control over Resources : One approach to Job enrichment is for the each

employee to have control over his or her resources and expenses.

(g) Direct Communication Authority : An enriched job allows worker tocommunicate directly with people who use his or her output.

(h) Personal Accountability : An enriched job holds the incumbent responsible for

the results. He or she receives praise for good work and blame for poor

work.

Problems with Job Enrichment

(a) Job enrichment is not a substitute for good governance. If other environmental

factors in the business are not right, mere job enrichment will not mean

much.(b) Job enrichment may have short term negative effects till the worker gets used

to the new responsibility.

(c) Job enrichment itself might not be a great motivator since it is job-intrinsic

factor. As per the two-factor motivation theory, job enrichment is not

enough. It should be preceded by hygienic factors etc.

(d) Job enrichment assumes that workers want more responsibilities and thoseworkers who are motivated by less responsibility, job enrichment surely de-

motivates them

(e) Workers participation may affect the enrichment process itself.

(f) Change is difficult to implement and is always resisted as job enrichment brings

in a changes the responsibility.

5. Autonomous o r Self-Directed Teams : Empowerment results in self-

directed work teams. A self-directed team is a group of employees responsible for a wholework segment. They work together, handle day-to-day problems, plan and control, and are

highly effective team.




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J O B S A T I S F A C T I O N

Job satisfaction is self satisfaction derived by an employee in doing the job he has beenentrusted to do. Job satisfaction is more a function of the various attitudes possessed by an

employee towards his job, related factors and life in general than the job itself. The

attitudes related to job may be wages, supervision, steadiness, working conditions,advancement opportunities, recognitions, fair evaluation of work, social relations on job,

prompt settlement of grievances etc. A person with a kind heart will find high level of job

satisfaction in working with some agency involved in charitable work though the salary

might be relatively less. An over ambitious person will never find the job satisfaction.

In short job satisfaction is a general attitude towards the job, which is the result of many

specific attitudes in three areas namely, job factors, individual characteristics and grouprelationships outside the job.

C O M P O N E N T S O F J O B S A T I S F A C T I O N

Personal factors: Sex, Dependents, Age, Timings, Intelligence, Natural affinity towardsthe job, Education and Personality.

Job Inherent Factors :Nature of work, Skills, Occupational status, Geography, etc.

Management Controlled Factors : Security, Payment, Fringe benefits, Advancement

opportunities and Working conditions, Co-workers, Responsibilities, Supervision

W O R K S A M P L I N G

Definition:

"A measurement technique for the quantitative analysis of an random/irregularly occurring

activity."

M E A N I N G O F W O R K S A M P L I N G

Work sampling is based on the theory that the characteristics of a sufficiently large sample

represent the actual characteristics of entire population. Work sampling operates by an

observer taking a series of random observations on a particular "item" of interest (machine,

operating room, dock, etc.) to observe its "state" (working, idle, sleeping, empty, etc.).




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When enough samples are taken, an analysis of the observations yields a statistically valid

indication of the states for each thing analyzed.

Assume, for example, that you wish to determine the proportion of time a factory operator

is working or idle. Also assume that 200 random observations were made of the operator

and during 24 of these he or she was observed to be idle. From the random samples of hisstate you conclude that the individual is working 176/200 = 88% of the time.

A D V A N T A G E S O F W O R K S A M P L I N G

It is relatively easy, simple and inexpensive to use and extremely helpful in providing a

deeper understanding of all types of operations.

When properly used, it can help pinpoint those areas, which should be analyzed in furtherdetail and can serve as a measure of the progress being made in improving operations.

Q U E S T I O N S O F W O R K S A M P L I N G S T U D Y

What is our equipment/asset utilization?

When we are not adding value to the product, how are we spending our time?

How are our inter-dependent systems performing?

Where should we focus our continuous improvement activities?

D I S T I N C T I O N B E T W E E N W O R K S A M P L I N G A N D

" T I M E S T U D I E S "

Before we set out to analyse the distinctions between work sampling and time studies, let

us understand that the two are as different as chalk and cheese. The purpose of each isdifferent and one can not be substituted by the other in most cases. While work sampling is

a broad analysis of trend, time study is microanalysis of the job and procedure. Time study

is conducted with a view to improve the process/method where as work sampling is done to

improve quantitative utilisation of resources.

Work sampling is relatively cheaper because it uses random samples instead of

continuous observations.

Many operators or machines can be studied by a single observer

Work sampling normally spans over several days or weeks, thus minimizing the effects

of sudden variations on a particular day.

Work Sampling tends to minimize operator behaviour modification during observation(operator, deliberately or otherwise, under or over performing while under observation).




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Work Sampling, in general, does not require a trained time-study analyst to take the

observations. Also, stopwatches or other timing devices are not required. Many studiesmake use of off-shift technicians or operators to take the observations.

W O R K S A M P L I N G M E T H O D O L O G Y

An analyst RANDOMLY observes an activity (equipment, operating room, production

line) and notes the particular states of the activity at each observation.

The ratio of the number of observations of a given state of the activity to the total number

of observations taken will approximate the percentage of time that the activity is in thatgiven state.

Randomness of observations is very critical for a work sampling study. The observationsshould vary over the time of the day, days of the week and if possible, months to get he

correct trend.




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R E C R U I T M E N T

Definition:

Recruitment is the process of finding and attracting capable applicants for a job to create apool from which selection is to be made of the most suitable candidates.

The Process begins when new recruits are sought and ends when their applications aresubmitted. Though theoretically recruitment process is said to end with the receipt of

applications, in practice, the activity extends to the screening of applications so as to

eliminate those who are not qualified for the job. The result is a pool of applicants from

which selections for new employees are made.

P U R P O S E A N D I M P O R T A N C E

1. To broad base the applicant pool in order to get the right talent at the affordable

cost.

2. Increase the pool of job candidates at minimum cost

3. Help increase success rate of selection process by reducing number of under-

qualified or over-qualified applications.

4. Meet legal and social obligations

5. Identify and prepare potential job applicants

F A C T O R S A F F E C T I N G R E C R U I T M E N T

External Factors:

1. Demand and Supply status of specific skills set.

2. Unemployment Rate (Area-wise)

3. Labour Market Conditions

4. Political and Legal Environment (Reservations, Labour laws)5. Companys Image

Internal Factors:

1. Recruitment Policy (Internal Hiring or External Hiring?)

2. Human Resource Planning (Planning of resources required)




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3. Size of the Organization (Bigger the size lesser the recruitment problems)

4. Cost

5. Growth and Expansion Plans

R E C R U I T M E N T P R O C E S S

1. Recruitment Strategy Development

(a) Trained or untrained (to be trained at companys expense)

(b) Internal or external sourcing

Internal Recruitment (Source 1)

(i) Present employees

(ii) Employee referrals

(iii) Transfers & Promotions

(iv) Former Employees

(v) Previous Applicants

External Recruitment (Source 2)

(i) Professionals or Trade Associations

(ii) Advertisements

(iii) Employment Exchanges

(iv) Campus Recruitment

(v) Walk-ins Interviews

(vi) Consultants

(vii) Contractors

(viii) Displaced Persons

(ix) Radio & Television

(x) Acquisitions & Mergers

(c) Competitors

(d) Technological tools to be used for advertising

(e) Where to look

(f) How to look

2. Recruitment Planning

(a) Number of applicants sought (Based on past experience)




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(b) Types of applicants to be called (Qualification, category, area, etc)

3. Searching

(a) Source activation

(b) Selling

4. Screening of Applications

5. Evaluation and Cost Control

(a) Salary Cost

(b) Management & Professional Time spent

(c) Advertisement Cost

(d) Producing Supporting literature

(e) Recruitment Overheads and Expenses

(f) Cost of Overtime and Outsourcing

(g) Consultants fees

E V A L U A T I O N O F R E C R U I T M E N T P R O C E S S

1. Return rate of each source of recruitment

2. Selection rate from each source

3. Retention and Performance of selected candidates

4. Recruitment Cost

5. Time lapsed data

6. Image projection

INTERNAL RECRUITMENT

Advantages Disadvantages

1. Less Costly

2. Candidates already oriented towardsorganization

3. Organizations have better knowledge

about internal candidates4. Employee morale and motivation is

enhanced

1. Old concept of doing things

2. It abets raiding3. Candidates current work may be

affected

4. Politics play greater roles5. Morale problem for those not

promoted.




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EXTERNAL RECRUITMENT

Advantages Disadvantages

1. Benefits of new skills, talents and Ideas

2. Benefits of new experiences

3. Compliance with reservation policy

becomes easy4. Scope for resentment, jealousies, and

heartburn are avoided.

1. Better morale and motivation

associated with internal recruiting is

denied

2. It is costly method3. Chances of creeping in false positive

and false negative errors4. Adjustment of new employees takes

longer time.




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S E L E C T I O N

M E A N I N G O F S E L E C T I O N

Selection is the process of picking up individuals (out of the pool of job applicants) withrequisite qualifications and competence to fill jobs in the organization. A formal definition

of Selection is as under:

Selection is the process of differentiating between applicants in order to identify and hire

those with a greater likelihood of success in a job.

R E C R U I T M E N T V s S E L E C T I O N : D I F F E R E N C E

Recruitment Selection

1. Recruitment refers to the process ofidentifying and encouraging people

with required qualifications to apply for

job.2. Recruitment is said to be positive in its

approach as it seeks to attract as many

candidates as possible.

1. Selection is concerned with picking upthe right candidates from a pool of

applicants.

2. Selection on the other hand is negativein its application in as much as it seeks

to eliminate as many unqualified

applicants as possible in order toidentify the right candidates.

P R O C E S S / S T E P S I N S E L E C T I O N

1. Preliminary Interview : This is a short interview. The purpose of preliminary

interviews is to weed out the prima facie misfit applicants. It is also called courtesy

interview and is a good public relations exercise.

2. Selection Tests : Jobseekers who pass the preliminary interviews are called fortests. There are various types of tests conducted depending upon nature of job and

the company. These tests can be Aptitude Tests, Personality Tests and Ability Tests

and are conducted to judge how well an individual can perform tasks related to thejob. Besides this, there are some other tests also like Interest Tests (activitypreferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests

etc.

3. Employment Interview : The next step in selection is employment interview. Here,

interview is a formal and in-depth conversation to assess applicants suitability. It isconsidered to be an excellent selection device. Interview type and pattern can vary




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greatly. Interviews can be One-to-One, Panel Interview, or Sequential Interviews.

Besides there can be Structured and Unstructured interviews, BehaviouralInterviews, Stress Interviews.

4. Reference & Background Checks : Reference checks and background checks

are conducted for provisionally identified candidates to verify the informationprovided by them. Reference checks can be through formal letters or telephonic.However, it is more of a formality and selections decisions are very seldom affected

by it.

5. Selection Decision : After obtaining all the information, selection decision is

made. The final decision has to be made out of applicants who have been identified

as suitable. The views of line managers carry much weight at this stage because it isthey who are eventually responsible for the performance of the new employee.

Considering the job climate, often more than required number is selected to cater

for any selected candidate withdrawing at the job offer stage.

6. Physical Examination : After the selection decision is made, the candidate is

required to undergo a physical fitness test. A job offer is often contingent upon thecandidate passing the physical examination.

7. Job Offer : The next step in selection process is job offer to those applicants who

have successfully passed all tests. It is made by way of letter of appointment.

8. Cont ract of Em ploym ent : After the job offer is made and candidates accept the

offer, certain documents are needed to be executed by the employer and the

candidate. A formal contract of employment, containing written contractual termsof employment etc are signed by both sides.

G O O D S E L E C T I O N P R A C T I C E : E S S E N T I A L S

1. Detailed Job Descriptions and Job Specifications prepared in advance and endorsed by

personnel and line management should be available with Selection Board.

2. Train the selectors to assess the right attributes in applicants.

3. Determine aids to be used for selection process.

4. Check competence of recruitment consultants before hiring their services.

5. Involve line managers at all stages

6. Attempt to validate the procedure regularly

7. Help the appointed candidate to succeed by training and management development




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B A R R I E R S T O E F F E C T I V E S E L E C T I O N

1. Perception : We all perceive the world differently. Our limited perceptual ability isobviously a stumbling block to the objective and rational assessment of people.

2. Fair ness : Barriers of fairness includes discrimination against religion, region, caste,

race or gender, etc.

3. Plethora of Human Traits : Success in any job is more a function of attitude than

aptitude. The tests are validated over a period of time to differentiate between theemployees who can perform well and those who will not. Yet, no test can claim

100% success in finding the right employee.

4. Pressure : Pressure brought on selectors by management, politicians, bureaucrats,

relatives, friends and peers to select particular candidate are also barriers toeffective selection.

5. Tim e and Cos t : Often the time and funds available to undertake selection process

are limited forcing the selectors to forego certain tests.




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T R A I N I N G & D E V E L O P M E N T

Training and development, though are spoken in the same breadth, are quite different.

Training generally refers to teaching of new skill in professional field of the employee.

Like an employee being taught to operate another machine, or to perform a new operationin the same machine. Development refers to enhancement of personal qualities of the

employee which do not have a one to one relationship with his current job. It may be to

help an employee to grow. Like stress management techniques, yoga lessons, meditationexercises, soft skills training, etc. While training is expected to reward the company

immediately in terms of better productivity of employee, Development does not lead to any

immediate and tangible benefits to the company. At the best, there might be some

intangible benefits in the long run, like improved motivation, loyalty, improved intra-departmental relations, reduced absenteeism on medical ground, etc.

Dividing line between training and development is expectation of immediate benefits.Thus, in case a program, generally qualifying as development program, is directly related

to employees job skills, like Communication Skills course for telephone attendant or

receptionist, will qualify as training and not as development. Same program for some onein back office would be termed as Development program.

Education: It is a theoretical learning in classrooms. The purpose of education is to teach

theoretical concepts and develop a sense of reasoning and judgment. Any training anddevelopment program must contain an element of education.

Definition of Training & Development

Training & Development is any attempt to improve current or future employee

performance by improving his performance capabilities and potential through learning,usually by changing the employees attitude or increasing his or her skills and knowledge.

The need for Training and Development is determined by the employees performancedeficiency, computed as follows.

Training & Development Need = Standard Performance Actual Performance

O B J E C T I V E S O F M A N A G E M E N T D E V E L O P M E N TP R O G R A M S ( M D P )

1. To make the managers

Self-starters

Committed




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Motivated

Result oriented

Sensitive to environment

Understand use of power

2. Creating self awareness

3. Develop inspiring leadership styles

4. Instil zest for excellence

5. Teach them about effective communication

6. To subordinate their functional loyalties to the interests of the organization

T R A I N I N G A N D D E V E L O P M E N T : D I F F E R E N C E

Training Development

Training is skills focused Development is creating learning abilities

Training is presumed to have a formal

education

Development is not education dependent

Training needs depend upon lack or

deficiency in skills

Development depends on personal drive

and ambition

Trainings are generally need based Development is voluntary

Training is a narrower concept focused on

job related skills

Development is a broader concept focused

on personality development

Training may not include development Development includes training wherever

necessaryTraining is aimed at improving job relatedefficiency and performance

Development aims at overall personaleffectiveness (including job efficiencies)

I M P O R T A N C E O F T R A I N I N G & D E V E L O P M E N T

1. Helps remove performance deficiencies in employees

2. Greater stability, flexibility and capacity for growth in an organization

3. Accidents, scraps and damages to machinery can be avoided

4. Serves as effective source of recruitment

5. It is an investment in HR with a promise of better returns in future

Reduces dissatisfaction, absenteeism, complaints and turnover of employees




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I D E N T I F I C A T I O N O F T R A I N I N G N E E D S

Individual Training Needs Identification

1. Performance Appraisals

2. Interviews

3. Questionnaires

4. Attitude Surveys

5. Training Progress Feedback

6. Work Sampling

7. Rating Scales

Group Level Training Needs Identification

1. Organizational Goals and Objectives

2. Personnel / Skills Inventories

3. Organizational Climate Indices

4. Efficiency Indices

5. Exit Interviews

6. MBO / Work Planning Systems

7. Quality Circles

8. Customer Satisfaction Survey

9. Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

1. Trainers can be informed about the broader needs in advance

2. Trainers Perception Gaps can be reduced between employees and their supervisors

3. Trainers can design course inputs closer to the specific needs of the participants

4. Diagnosis of causes of performance deficiencies can be done

M E T H O D S O F T R A I N I N G

On the Job Trainings (OJT): When an employee learns the job in actual working site in

real life situation, and not simulated environment, it is called OJT. Employee learns whileworking. Take the instance of roadside mechanics. Small boys working there as helpers

learn while helping the head mechanic. They do not learn the defect analysis and engine

repairing skills in any classroom on engine models.




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Advantages of On-the-Job Training:

1. It is directly in the context of job

2. It is often informal

3. It is most effective because it is learning by experience

4. It is least expensive

5. Trainees are highly motivated

6. It is free from artificial classroom situations

Disadvantages of On-the-Job Training:

1. Trainer may not be experienced enough to train or he may not be so inclined.

2. It is not systematically organized

3. Poorly conducted programs may create safety hazards

On the Job Training Methods

1. Job Rotation: Refer page 27.

2. Job Coaching: An experienced employee can give a verbal presentationto explain the nitty-grittys of the job.

3. Job Instruction: It may consist of an instruction or directions to perform a

particular task or a function. It may be in the form of orders or steps to

perform a task.

4. Apprenticeships: Generally fresh graduates are put under the experiencedemployee to learn the functions of job.

5. Internships and Assistantships: Interns or assistants are recruited to

perform specific time-bound jobs or projects during their education.

Off the Job Training: Trainings conducted in simulated environments, classrooms,seminars, etc are called Off the Job Training.

Advantages of Off-the-Job Training

1. Trainers are usually experienced enough to train

2. It is systematically organized

3. Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training:

1. It is not directly in the context of job

2. It is often formal




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3. It may not be based on experience.

4. It is expensive.

5. Trainees may not be much motivated

6. It is artificial in nature

Off the Job Training Methods

1. Classroom Lectures: Advantage It can be used for large groups. Cost per

trainee is low. Disadvantages Low interest of employees . It is not learningby practice. It is One-way communication. No authentic feedback

mechanism. Likely to lead to boredom for employees.

2. Audio-Visual: It can be done using Films, Televisions, Video, and

Presentations etc. Advantages Wide range of realistic examples, qualitycontrol possible. Disadvantages One-way communication, No feedback

mechanism. No flexibility for different audience.

3. Simulation: Creating a real life situation for decision-making and

understanding the actual job conditions give it. Ensures active participationof all trainees. Can be very effective but needs good conductors.

4. Case Studies: It is a written description of an actual situation in the past in

same organisation or some where else and trainees are supposed to analyze

and give their conclusions in writing. This is another excellent method toensure full and whole hearted participation of employees and generates good

interest among them. Case is later discussed by instructor with all the pros

and cons of each option. It is an ideal method to promote decision-makingabilities within the constraints of limited data.

5. Role Plays: Here trainees assume the part of the specific personalities in a

case study and enact it in front of the audience. It is more emotional

orientation and improves interpersonal relationships. Attitudinal change isanother result. These are generally used in MDP.

6. Sensitivity Trainings: This is more from the point of view of behavioural

assessment as to how an individual will conduct himself and behave towards

others under different circumstances. There is no pre-planned agenda and itis instant. Advantages increased ability to empathize, listening skills,

openness, tolerance, and conflict resolution skills. Disadvantage

Participants may resort to their old habits after the training.

7. Programmed Instructions: Provided in the form of blocks either in book or ateaching machine using questions and feedbacks without the intervention of

trainer. Advantages Self paced, trainees can progress at their own speed,

strong motivation for repeat learning, material is structured and self-contained. Disadvantages Scope for learning is less; cost of books,

manuals or machinery is expensive.




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8. Computer Aided Instructions: It is extension of PI method, by using

computers. Advantages Provides accountabilities, modifiable totechnological innovations, flexible to time. Disadvantages High cost.

9. Laboratory Training.

B A R R I E R S T O E F F E C T I V E T R A I N I N G

1. Lack of Management commitment

2. Inadequate Training budget

3. Large scale poaching of trained staff

4. Non-cooperation from workers

5. Unions influence

H O W T O M A K E T R A I N I N G E F F E C T I V E

1. Management Commitment

2. Integration of Training with Business Strategies

3. Comprehensive and Systematic Approach

4. Continuous and Ongoing approach

5. Promoting learning as fundamental value

6. Creations of effective training evaluation system




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I N D U C T I O N & O R I E N A T I O N

Induction and Orientation are the procedure that a new employee has to go through in theorganisation. Every employee starting from the lower most, say, from peon to CEO, need

orientation course when they join the organisation. A new employee carries with him a lot

of apprehension about place, job, colleagues, organisational culture, and so on. On the dayof reporting, he needs to know his office/work place, routine, amenities, functional and

reporting channels, etc.

Definition

It is a Planned Introduction of employees to their jobs, their co-workers and the

organization per se.

Difference Between Induction and Orientation

Induction refers to formal training programs that an employee has to complete before he is

put on job. Like in Military, before a new recruit is sent to border, he is trained for a few

months in Drill/Parade, physical fitness, weapon handling, etc. This is called Induction.

Orientation is the information given to the new employees to make him aware of the

comfort issues - where the facilities are, what time lunch is, who are the people he would

be working with and so forth.

Orientation conveys following information:

1. Organisations geography/layout

2. Organisational set up (Structure)

3. Daily Work Routine

4. Organization Profile, History, Objectives, Products and Services, etc

5. Introduction to colleagues/immediate superiors and subordinates.

6. Importance of Jobs to the organization

7. Detailed Orientation Presentation covering policies, work rules and employee benefits.

P U R P O S E O F O R I E N T A T I O N

The idea of Orientation programme is to make the new employees feel at home in newenvironment. Any employee while joining a new organisation is anxious about the new set-

up, new colleagues, his own performance vis a vis other more experienced employees in

the organisation, his work place, his exact responsibilities, etc. A structured information




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and introduction system will make his transitory period short and reduce his anxiety

quickly. He will begin to perform to his potential quickly.

T Y P E S O F O R I E N T A T I O N P R O G R A M S

1. Formal or Informal: In informal orientation, new employees are put on the jobs and

they are expected to acclimatise themselves with the work and the organisation. Incontrast, in formal orientation, an employee goes through a structured introduction

programme.

2. Individual or Collective: Another choice is to be made whether new employees are

to be inducted in group or individually.

3. Serial or Disjunctive: Orientation becomes serial when the person relinquishing thepost hands over the position to the new incumbent. It becomes disjunctive when the

new employee occupies a vacant position with no one to hand him over the

position. He learns the prevalent practices and history slowly from his subordinatesand superiors on gradual basis.

4. Investiture or Divestiture: This is the final strategic choice which relates to decision

regarding allowing the new employees to affect the organisation with his

identity/ideas/functional methods or asking him to modify his identity to mergewith existing culture of the organisation. This is more applicable to high positions

who may have been hired with a view to bring in their experiences and methods of

management to the organisation.

How long should the induction process take?

It starts when the job ad is written, continues through the selection process and is not

complete until the new team member is comfortable as a full contributor to theorganization's goals.

The first hour on day one is a critical component - signing on, issuing keys and passwords,explaining no go zones, emergency procedures, meeting the people that you will interact

with all have to be done immediately. Until they are done the newcomer is on the payroll,

but is not employed.

After that it is a matter of just in time training - expanding the content as new duties are

undertaken.

We only employ new people one at a time - how can we induct them?

There are some issues, which cannot wait - they vary according to your situation. Perhaps abuddy system on the job may be the best way to deal with such situations. (This is a

system being followed by many US universities receiving lot of foreign students. A local

student is given a foreign student as buddy to help in all matters in the initial days.) Other




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subjects may be incorporated with refresher training for current staff, or handled as

participant in an outside program. Perhaps some can wait until there are groups of peoplewho have started in the last few months.

This may take some creative thinking, but the answer is quite simple - until the new people

are integrated, they are less useful. The mathematics of Induction and orientation is oftenamazingly simple - not investing time and money to train costs more than training would.




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M U L T I S K I L L I N G

Definition

Multi-Skilling- the ability of an employee to perform more than one function or the cross-

training of an employee in several disciplines or tasks.

Multi-Skilling is training of an employee to be able to do more than one job with equal

dexterity.

Multi-Skilling is immensely beneficial to any organisation. Apart from flexibility to

redeploy man power as per changing needs, it also keeps the labour costs low. Many

com

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