unit 2 the concept of best fit employee
TRANSCRIPT
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Unit 2: THE CONCEPT OF BEST FIT
EMPLOYEE
Prepared & Presented by ,
N. Ganesha Pandian,
Assistant professor,
Madurai School of management
References: John M Ivancewich, Human resource
Management, Tata Mc Graw Hill
Aca
dem
ic Y
ear
2016
-201
7 E
ven
Sem
este
r Year I Semester II
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CONTENTS
• Importance of Human Resource Planning
• Forecasting human resource requirement
• Matching
• Supply and demand
• Internal and External sources
• Recruitment
• Selection
• Induction
• Socialization benefitsMSM-MBA 2016-2017 Even semester
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Case Study - Job Analysis Assistant store manager
at Today's fashion
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References: John M Ivancewich, Human resource management, Tata Mc Graw Hill
(P.No:182)
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Concept of Human resource planning
• The basic goal of human resource planning is to predict the future
and based on these predictions, implement programmes to avoid
anticipated problems
• what types of skills will be needed for jobs of the future compared to
future human resource capabilities and developing human resource
policies and practices to address potential problems for example,
implementing training programmes to avoid skill deficiencies
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Human resource planning – Definition
• Human resource planning is both a process and a set of plans. It is
how organizations assess the future supply of and demand for
human resources
• An effective HR planning provides mechanisms to eliminate any gaps
that may exists between demand and supply
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Objectives of Human resource planning
• To ensure optimum utilization of human resources currently
available in the organization.
• To assess or forecast the future skill requirement of the
Organization.
• To link manpower planning with the organizational planning
• To determine recruitment levels.
• To anticipate redundancies.
• To determine optimum training level
• To cost the manpower.
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HRP Process
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HRP is a Four-Phased Process
• Situational analysis and Environmental scanning
• Forecasting demand for Employees
• Analysis of the supply of human resources
• Development of plan for action
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Situational analysis and Environmental scanning
• Economic factors, including general and regional conditions.
Technological changes
• Demographic changes including age, composition and literacy,
• Political and legislative issues, including laws and administrative
rulings Social concerns, including child care, educational facilities
and priorities
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Forecasting Demand for employees
• The Expert estimate
1. Delphi technique
2. Nominal group technique
• Trend projection
• Modeling and multiple- predictive techniques
• Unit demand forecasting
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Analyzing the current supply of Employees
• The skills inventory
• Contents of skills inventory
• Maintaining the skills inventory
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Actions decisions in Human resource planning
• Action decision with a shortage of employees
• Action decision in surplus conditions
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Importance of HRP
• Future Personnel Needs
• Part of Strategic Planning
• Creating Highly Talented Personnel
• International Strategies
• Foundation for Personnel Functions
• Increasing Investments in Human Resources
• Resistance to Change
• Uniting the Viewpoint of Line and Staff Managers
• Succession Planning
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Barriers to HRP
• HR practitioners are perceived as experts in handling personnel
matters, but are not experts in managing business
• HR information often is incompatible with other information used in
strategy formulation
• Conflict may exist between short term and long term HR needs
• There is conflict between quantitative and qualitative approaches to
HRP
• Non-involvement of operating managers renders HRP ineffective
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Recruitment to Human Resource Acquisition
Process
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Human Resource
Planning
Job Analysis
Recruitment
Selection
Placement
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Vocabulary of job analysis
• Job analysis – a purposeful, systematic process for collecting
information on the important work related aspects of a job.
• Job description – The principal product of a job analysis. It
represents a written summary of the job as identifiable organizational
unit.
• Job specification – A written explanation of the knowledge, kills,
abilities, traits and other characteristics (KSAOs) necessary for
effective performance on a given job
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• Tasks – Coordinated and aggregated series of work elements used
to produce an output
• Position – Consists of the responsibilities and duties performed by n
individual. There are as many positions in an organization as there
are employees
• Job – Group of positions that are similar in their duties, such as
computer programmer or compensation specialist
• Job family – group of two or more jobs that have similar duties
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Steps in job analysis
• Step 1 : Examine the total organization and the fit of each job
• Step 2 : Determine how job analysis information will be used
• Step 3 : Select the jobs to be analyzed
• Step 4 : Collect data by using acceptable job analysis techniques
• Step 5 : Prepare job description
• Step 6 : Prepare job specification
• Step 7 : Use information
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Use of job analysis
1. Recruitment and selection
2. Training and career development
3. Compensation
4. Strategic planning
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Methods of data collection in Data analysis
• Usually the information about the job is collected and then the job is
studied in terms of tasks completed by the job incumbent
• Questionnaire called Job analysis information format is used for
data collection
1. Observation
2. Interviews
3. Questionnaires
4. Job incumbent diary or Log
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Specific quantitative techniques
• Functional job analysis (FJA)
• Position analysis questionnaire (PAQ)
• Management position description questionnaire
(MPDQ)
• Common metric questionnaire (CMQ)
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Job Descriptions and Specifications
• The job description is a written description of what the
job entails , which may contain the following
information:
1. Job title
2. Summary
3. Equipment
4. Environment
5. Activities
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Job enlargement and Job enrichment
• Job enlargement attempts to increase satisfaction by giving
employees a greater variety of things to do. The expansion
of work, however is horizontal, not given with much
responsibility
• Job enrichment – a motivational approach, tries to design
jobs in ways that help incumbents satisfy their needs for
growth, recognition and responsibility
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Recruitment - Definition
• Recruitment refers to organizational activities that influence the
number and types of applicants who apply for job and whether the
applicants the accept the jobs that are offered.
• Thus recruitment is directly related to both human resource planning
and selection
• Recruiting jobs depends on a number of factors: External influences
such as Government and union restrictions and the labor market plus
employer’s requirement and candidate’s preferences
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External influences
• Government and union restrictions
• Labour market conditions
• Composition of labor force and location of organization
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Interactions of the recruit and the Organization
• The organizations view of recruiting
1. Recruitment requirements
2. Organizational policies and practices
3. Organizational image
• The potential employee's view of recruiting
1. Preferences of recruits for organizations and
jobs
2. Job search MSM-MBA 2016-2017 Even semester
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Methods of recruitment
• Internal recruiting
1. Job posting
2. Inside moonlighting and employees’ friends
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External recruiting
• Media Advertising
• E-recruiting
• Employment agencies and executive search firms
• Special event recruiting
• Summer internships
• College recruiting
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Based on personnel to be recruitedManagerial/technical personnel Operative personnelAdvertisement
Public employment exchanges
Internet Labour unions
Walk-ins Employee referralsCampus recruitments Gate hiring
Job fairs Labour contractors
Consultancy firms
Personnel contacts
Poaching and raidingBased on the movement of the organization
Direct methods Third party method
Advertisement Consultancy firms
Internet recruitingPublic employment exchanges
Campus recruitment Labour unionsJob fairs Employee referrals
Personnel contacts Labour contractors
Gate hiringMSM-MBA 2016-2017 Even semester
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Realistic job previews
• A realistic job preview provides the prospective employee with
pertinent information about the job without distortion or
exaggeration
• In traditional job previews, the job is presented as attractive,
interesting and stimulating
• But traditional method suffers a setback that it may leads to
dissatisfaction about the job
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Alternatives to recruitment
• Overtime
• Outsourcing
• Temporary employment
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Selection
• Selection is the process by which organization chooses from a list of
applicants the person or persons who best meet the selection criteria
for the position available, considering current environmental
conditions
• All selection programs attempt to identify the applicants who have the
highest chance of meeting or exceeding the organization’s standard
of performance
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Selection criteria
• The goal of any selection system is to accurately determine
which applicants possess the knowledge, skills, ability and other
characteristics (KSAOs)
Categories
1. Formal education
2. Experience and past performance
3. Physical characteristics
4. Personal characteristics and personality type
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Selection process
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Selection process
• Step1 : Preliminary screening
Application blanks
Biographical information blank (BIB)
Weighted application blank
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Step 2: Employment interview
• Structured Vs unstructured interviews
• Situational interview (SI)
• Behavioral description interview
• Training for interviewing
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Step 3 : Employment Tests
• A technique that some organizations use to aid their selection
decisions is the employment test.
1. Job sample performance test
2. Cognitive ability tests
• Wechsler Adult intelligence scale
• Wonderlic personnel test
• California Test of mental maturity (adult level)
• Other cognitive tests (MPFB – Minnesota Paper form Board test)
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Contd…
3. Psychomotor ability simulations
• O'Connor finger and tweeze dexterity test
4. Personality inventories and temperament tests
• Minnesota counseling inventory
• Rorschach inkblot test
• Thematic appreciation test
5. Polygraph and honesty tests
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Spatial Relations test
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O'Connor finger and tweeze dexterity test
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Rorschach inkblot test
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Thematic appreciation test
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Step 4: Reference check and recommendations
• This method may have a built in bias in favor of applicant
• General information may be verified but still not adequate enough to
ascertain a candidate
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Step 5: Physical Examinations
• Drug testing
• Abuse of substance
• Alcoholism
• Fit to the job
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Selection of manager
• Organizations expend more time, effort, and money hiring middle- to
upper- level executives
• A best known selection methods used for theses purpose is the
Assessment centers
- Individuals and group activities are observed and evaluated
- Multiple methods of assessment – Interviewing, objective testing,
projective testing, games, role playing and other methods
- Well designed assessment centers are expensive way to hire
managers
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Orientation/ Induction
• Orientation introduces new employees to the organization and to his
or her new tasks, managers, and work groups.
• Reduce newness anxiety
• Orientation orients, directs and guides employees to understand the
work, firm, colleagues and mission
• The orientation process is similar to what sociologists call
“Socialization”
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Goals of orientation
• To reduce anxiety
• To reduce turnover
• To save time
• To develop realistic expectations
Who orients new employees? - Operating
managers, HR manager or superiors/
supervisors or peers
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Process of Orientation
• Orientation should begin with the most relevant and immediate kinds
of information
• A humanistic approach : telling the game of rules in workplace
• New hires given with a “Sponsored” or kind of “Buddy” system to help
them
• New employees should be gradually introduced to people
• They should be given sufficient time to feet them in work
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Purposes of Socialization
• The Employment Situation
• Company Policies and Rules
• Compensation and Benefits
• Corporate Culture
• Team Membership
• Employee Development
• Dealing With Change
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Socialization benefits
• Helps in understanding organization culture
• Contributes to employee‘s long term success
• Helps in adjustment
• Helps in employee engagement
• Provides job satisfaction
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