PERSONNEL MANAGEMENT

Prepared by:ROSHAN KUMAR PATEL (16152015)M.Tech, Mining Engineering, IIT(BHU) Varanasi

INTRODUCTION to Job recruitment process, descriptions, analysis techniques and its various forms, Induction and training programmes

Flow Chart of Job Recruitment ProcessORGANIZATION

Vacant or New Position occurs

Perform Job Analysis and Plan recruiting efforts

Generate Application Pool via Internal and External Recruiting methods

Evaluate applicants via Selection process

Impress Applicant

Make Offer

APPLICANTReceive Education and Choose Occupation

Acquire Employment Experiences

Search for Job Openings

Apply for Jobs

Impress Company during Selection process

Evaluate Jobs and Companies

Accept or Reject Job Offers

The Recruitment Process: Job Analysis Job analysis involves determining the knowledge and skills that is

required to perform in a particular role. Job analysis is critical to recruitment and selection because it is the

foundation of a high quality process and when done well identifies not only the skills and knowledge required to perform a role but also the attributes, which can be used to assess ‘cultural fit’ within an organisation.

Job analysis helps to identify the key selection criteria and inform the position description, which are both key aspects in attracting suitable candidates.

A poor job analysis is likely to adversely affect the quality of outcomes, irrespective of how well the rest of the selection process is executed.

For example, without proper job analysis, interviewers may develop incorrect beliefs about the position requirements and hire a person unsuitable for the role.

The Recruitment Process: Job AnalysisHow to determine required knowledge, skills and

attributes ??

KNOWLEDGE: What the person needs to know in order to perform in the role i.e. One should have good understanding of theory as well as practical knowledge required for the job. Example: Industrial relations.

SKILLS: The specific skill/ability needed to meet the required outcomes of the role. Example: Planning and organizing Interpersonal skills (active listening, empathy, social awareness, emotional awareness), Problem solving, Better communication etc.

ATTRIBUTES: Personal characteristics/ style/values relevant to perform in the role and to align with the organization. Example: Committed to social inclusion, Team player, Empathetic, Respects difference etc.

Job Analysis TechniquesOBSERVATION: Comprehensive information can be gathered about observable activities Very time-consuming. Those observed may act differently from the norm.

INTERVIEW: Skilled interviewers can probe areas that require clarification. Interviewees may seek to impress the interviewer by ‘talking up’ the job.

GROUP DISCUSSION: Provides more balanced information than an individual interview because exaggeration

by job-holders will be discouraged. Time-consuming Logistically complicated to arrange.

Job Analysis TechniquesCRITICAL INCIDENTS: Forces an interviewee to focus on specific occurrences rather than to generalise. Helps to identify the types of behaviour that lead to success. A complex and time-consuming process.

QUESTIONNAIRE: Objective, efficient and straightforward way to gather a wealth of information. Less

opportunity for interviewer bias. If questions are not carefully designed, the information gathered may be difficult to

analyse.

WORK DIARY: A systematic way of gathering comprehensive information. Most suitable for higher-level

jobs. Very time-consuming for the individual, and if not structured, may be difficult to analyse.

Job DescriptionIn simple terms, this describes the job. Organisations usually have their own standardised formats for job descriptions and although they vary enormously, they generally include the following sections:

● Identification data: Job title, department, pay grade, main location.

● Organisational data: Responsible to and for, other working relationships (this could be visually presented as an extract from the organisation chart).

● Job summary: A brief statement of why the job exists.

● Job content: An explanation of the principal duties or key result areas with brief summarised descriptions.

● Miscellaneous: Unusual arrangements such as shift-working, a need to be mobile, casual car-user allowance plus a reference to any other documents. e.g. Collective agreements – which provide further details.

Job Description: Advantages

A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person

specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder.

It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements.

Job Description: FormatA framework for a job description: 1 Job title 2 Department/Section 3 Main purpose of job 4 Key result areas/key tasks/main duties a ________________________________b ________________________________c ________________________________Etc. 5 Responsible for staff/equipment 6 Responsible to (reporting relationship)

Induction Programme Successful organisations will ensure that this process is treated as an important activity

and has sufficient resources devoted to it. The main reason is that new employees who have undergone an effective induction

programme are likely to be competent performers at their jobs more quickly than those whose induction was scanty or non-existent.

Also, the former group are less likely to leave the organisation at an early stage than the latter group (in respect of whom this phenomenon is commonly known as the ‘induction crisis’ and signifies a dissatisfaction with the job or the organisation or both).

Different employees have different requirements, but they are all likely to need:

● to learn new tasks and procedures

● initial direction

● to make contacts and begin to develop relationships

● to understand the organisational culture

● to feel accepted

Induction Programme There are, however, certain groups of employees who may need particular consideration,

such as:

● School and college leavers

● People returning to work after a break in employment

● Employees with disabilities

● Management/professional trainees

● People from minority groups

● Employees who have undergone internal transfer or promotion The commencement of the induction process is difficult to pinpoint because for employees

new to the organisation, the imparting of information begins with the job advertisement. We could therefore argue that the process starts at this early stage and plan accordingly.

Induction programmes vary between two extremes – from the simple ‘tick box’ approach (covering the essential organisational information that an employee must be told) to comprehensive induction packages (which include, for example, video messages from the chief executive, guest speakers, ‘getting to know you’ exercises, and group activities).

Methods of delivery and their applications in the induction

processWelcome pack containing information on the organisation, main terms and conditions,

joining instruction etc. Generally provided pre-employment to aid the gathering of essential employment

information and promote good first impressions of the organisation.

Face-to-face meetings between the new appointee and people who are key to the role in question, both from within and external to the organisation

Usually arranged in the first few days of employment to facilitate good working relationships and impart formal information about the job and informal information on the organisational culture.

Formal sessions aimed at groups of new appointees

Held periodically, as a cost-effective means of instilling organisational values, providing consistent core information and allowing for networking opportunities across functions.

Methods of delivery and their applications in the induction

process Information provided on the organisation’s intranet

A useful backup to the information provided elsewhere. Should be an up-to-date and detailed source of reference.

Interactive e-learning activities Enable individuals to learn at their own pace, place and time, and provide an evaluation

mechanism to ensure that the learning cycle has been completed.

Who is responsible for the induction process? There may well be several people involved in the planning and delivery of the induction programme. In a small company it may be the personnel officer, the manager or supervisor, and perhaps a 'buddy'. A larger organisation may call on the abilities and skills of many people. These could include:

• The personnel or human resource manager

• A competent health and safety adviser

• The training officer

• The line or department manager

• The supervisor

• The trade union or employee representative and safety representative

Training Programme The training and development of employees had been an integral part of personal

administration from the beginning in all kind of organizations both public and private. Training of employees has always gathered a special attention in the field of HRM. Both the organization, as well as, the employee as an individual, grows with training and

this growth is a dynamic process. Tanuja Aggarwala defines Training as a process “that attempts to improve employee

performance on a currently held job by providing the employee with the knowledge and skills needed for their present job.”

Biswajeet Pattanayak has defined training as a “planned programme designed to improve performance and to bring about measurable changes in knowledge, skills, attitude and social behaviour of employees for doing a particular job.”

N.K. Singh define training and development as “a process that entails a comprehensive assessment and a methodical nurture of the employees potentialities keeping in mind the company’s requirements and objectives.”

Various Forms of Training Induction Training:

It is a form of introduction to the new employee to the new environment and workplace. The trainee is introduced to the practices policies and purposes of the organization It includes visits to different units, branches and sites. It is also imparted through some video or lectures. The employee is given first hand experience of work and comes with direct contact with equipment and fellow employees. Such training can vary in duration of week to a month.

Promotional Training:

This type of training facilitates promotion of employees to high ranks of the organization ladder. It raises the employee’s strength, vision and responsibility. The higher post demands how techniques, work skills and attitudes which are developed by the senior staff counselling, planned training programs of training institutes, study of office manuals and codes of conduct.

Refreshers Training:

This is another kind of in-house training of an employee which is provided after some years of service. The basic purpose is to update the employee with new skills, knowledge and literature related to his field of work. Some new IT techniques, working styles, skill. The basic purpose of this training is to remove the element of reducing and add new outlook to employee’s skills.

Various Forms of Training On-Job Training:

On Job training is imparted to employees with the idea that people learn best by the mistakes, when they work. It is provided to all levels of employees during different spans of their career. The different methods of this training are: Vestibule Training: This type of training is both theoretical and practical in nature.

Sometimes employees are given training in a classroom lecture style with use of charts, models, lecture, projectors, multimedia players or digital smart boards. Practical training is imported at different production sites and laboratories.

Apprenticeship Training: In such type of training, the trainees work in daily planned office schedule under the direct supervision of experts. They are provided actual work experience.

Job Rotation: This training is done through the method of shifting the employees to different seats and they are asked to work on those changed systems. The basic purpose is to break the monotony of work and bored on acquired by continuously performing the same job.

Internship Training: It is usually for skilled and technical staff. This training allows the trainees to translate their theoretical knowledge into on job practical experiences including management of machines and equipment.

CONCLUSION Recruiting people with the right skills and qualities is essential for any organisation if it

is to maintain and improve its efficiency. Not only the personnel manager but also the line manager/supervisor has a part to play in the selection process. It is crucial that both these people have training to enable them to carry out their roles effectively.

Careful analysis of the job to be done, and of the competencies required to do it, is necessary if the right people are to be fitted into the right job.

Having selected the best candidate for the job, the next stage is to ensure that the new recruit is successfully integrated into the organisation through a well planned induction programme.

Induction need not be an elaborate exercise, but it must be thought out in advance, carried out in a timely and careful manner and evaluated to ensure that it meets the needs of the employee.

The benefits of a good induction programme are a more settled employee, a more effective response to training, lower labour turnover and improved industrial relations.

REFERENCES Best practice recruitment and selection – a tool kit for community sector: At the State Services

Authority, Email:info@ssa.vic.gov.au and At the Department of Planning and Community Development, Email:communitysector@dpcd.vic.gov.au , State Government of Victoria 2009

Human Resource Practice, 5th edition by Malcolm Martin, Fiona Whiting and Tricia Jackson

Chapter No. 4th of Recruitment, Training, Promotion and Performance Appraisal as Components and Practices of HRM by GAIL (India) Limited

Recruitment and Induction by Acas, London, 2002 Writing job descriptions by Fowler & Alan, London, CIPD, 2000 A handbook of Human resource management practice, 10th edition by Michael Armstrong Guidelines on best practice in recruitment and selection Recruitment, selection and appointment procedure by Government of Western Australia,

Department of Health