Sessions -3 & 4

Topics to be covered:

Job Analysis Human Resource Planning Recruitment

Job Analysis

Job Analysis

Job Analysis is the procedure through which you determine the duties of these positions and characteristics of the people to hire for them. Job Analysis produces information used for writing job descriptions (a list of what the job entails) and job specifications (what kind of people to hire for the job).

Job Analysis

Human Resource specialist normally collects one or more of the following types of information via the job analysis. Work activities : Selling, teaching, painting. How, why and when the worker performs each activity

Human Behavior Communicating, deciding, writing, lifting weights, travelling

Machines, tools, equipment and work aids- tools used, materials processed, knowledge dealt with or applied (finance/law)

Performance standards : Quantity/Quality levels for each job duty

Job Context

Physical working conditions, work schedule, organization and social context

Human Requirements :

Job related knowledge/skills (education, training, work experience) Required personal attributes (aptitudes, physical characteristics, personality, interests)

Steps in Job Analysis

Data Collection for writing job description

Interviewing Position Analysis Questionnaire

Position Analysis Questionnaire

PAQ has 194 items Categories:

Information Input Mental Processes Work Output Relationship with others Job context Job Characteristic

Classifying jobs thru PAQ

Decision Making/ Communication/ Social Responsibility Performing skilled activities Being physically active Operating vehicles/ equipment Processing information

Steps in Job Analysis

Review relevant background information

Organization Charts Process Charts

Steps in Job Analysis [Contd.]

Select representative positions

It is unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.

Steps in Job Analysis [Contd.]

Actual analysis of the job

Collect

Job activities Required employee behavior Working conditions Human traits & abilities needed to perform the job

Steps in Job Analysis [Contd.]

Verify job analysis information with the worker performing the job and with his/her immediate supervisor.

Steps in Job Analysis [Contd.]

Develop a job description & specification

Some Job Analysis Guidelines

Conducting job analysis usually involves a joint effort by a human resources specialist, the worker, and workers supervisor. Collection of job analysis information from several sources If there are several employees doing the same job, it is better to collect job analysis information from several of them from different departments.

Some Job Analysis Guidelines [contd.]

Make sure the survey instrument is comprehensible If possible, observe and question respondents early enough in the job analysis process

Methods for collecting job Analysis information

Interview Questionnaires Observation Participants Diary/ Log Critical Incidence Technique

Critical Incident Technique - Keeps a log of someones effective and ineffective job behaviors.

Writing Job Description

Job identification Job Summary Responsibilities & duties Authority of incumbent Standards of performance Working conditions

Job Description
Assist the Managing Editor in project planning
Perform editing, proofreading, research, Manuscript appraisal and factchecking of content. Ensure delivery of high quality content within the agreed budget and timeframe. Study and analyze market competitors. Collaborate with authors on conceptualizing/strategizing new products. Assist in the commissioning of authors; liaise with freelance editors/writers, etc. Actively respond to content-related queries. Work closely with other departments, such as Design and Illustration, for content development. Train and coach team members.

Job Specification

Be a Post-graduates with at least 2 years of relevant experience for Editor and a minimum of 5 years relevant work experience for Sr. Editor, preferably in the publishing industry or related fields Be accurate on-screen English-language editors and proofreaders with the ability to multitask Cope well with managing high workloads, tight deadlines and working as part of a diverse team Be well-versed in publishing softwares (such as InDesign) and have an aptitude and enthusiasm for learning new technologies.
Source: HR Department, Dorling Kindersley India

Human Resource Planning

Planning & Forecasting

Employment planning should flow from the firms strategic plans. Plan to enter new businesses, build new plants, or reduce costs all influence the type of positions the firm will need to fill (or eliminate).

Some tools :Qualitative Job Analysis Delphi Method Quantitative Manpower Inventory Analysis Productivity Analysis Time Study/ Method Study Forecasting

Markov Chain Analysis

Trend Analysis Moving Average Seasonal Variation Exponential Smoothing Correlation/ Regression Analysis

Quantitative Planning Tools

Trend Analysis

Study a firms past employment needs over a period of years to predict future needs.

Changes in Productivity

Quantitative Planning Tools [Contd.]

Ratio Analysis

Sales volume & number of employees needed

Scatter Plot

No. of beds in the hospital & Number of nurses

Quantitative Planning Tools [Contd.]

Using computers to forecast personnel requirements: Computerized forecast

Excel/SPSS/ SAS Forecast minimum, maximum and probable

Recruitment

Difference between Recruitment & Selection

Recruitment is a set of activities designed to attract a qualified pool of job applicants to an organization. Three steps in a typical recruitment process:

Advertisement of a job vacancy Preliminary contact with potential job candidates Initial screening to create a pool of qualified applicants.

Difference between Recruitment & Selection [Contd.]

Selection is choosing whom to hire from a pool of qualified job applicants. Steps in a typical selection process:

Completion of a formal application form Interviewing Testing Reference Checks Physical examination Final Analysis and decision to hire or reject.

Right Candidate

Wrong Candidate

Reject Type I Error

Accept

Type II Error

Two approaches

In traditional recruitment the emphasis is on selling the organization to job applicants.

In Realistic Job Preview job candidates are provided all pertinent information about a job and organization.

External & Internal Recruitment

What are the potential advantages and disadvantages?

Advertising as a Recruiting Tool

Select the best medium for the specific position, i.e. local newspaper vs. trade journal Experienced advertisers construct ads based on a four-point guide labeled AIDA (attention, interest, desire, action)

Measuring Recruiting Effectiveness

What to measure?

How many applicants did we generate through each of our recruitment sources?

Measuring Recruiting Effectiveness

How to measure?

Work sample tests Job knowledge tests Structured interviews Biographical data Grade point average Ratings of training and experience

Recruiting yield pyramid

50 100
New Hire

Offers made (2:1) Candidates Interviewed (3:2) Candidates Invited (4:3)

150

200

1200

Leads generated (6:1)

Employee Testing & Selection

Negligent Hiring
- Hiring workers with questionable backgrounds without proper safeguards

Basic Testing Concepts

Reliability
-

Consistency of scores obtained by the same person when retested with the identical tests or with alternate forms of the same test.

Validity
- Whether the test (or yardstick) is measuring what you think its supposed to be measuring.

Basic Testing Concepts [Contd.]

Thematic Appreciation Test (TAT) Psychologist asks the person to explain how s/he interprets an ambiguous picture. In such tests it would be difficult to prove whether the tests are measuring what they are said to measure (personality).

Basic Testing Concepts [Contd.]

Test Validity

Criterion Validity A type of validity based on showing that scores on test (predictors) are related to job performance (criterion)

Content Validity A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question.

Concurrent Validity

Predictive Validity

Basic Testing Concepts [Contd.]

Test takers individual rights and test security

Confidentiality of test results Fairness Right to informed consent regarding use of the results Only people qualified will interpret the test results

Basic Testing Concepts [Contd.]

Generally industrial psychologist develop the tests.

Types of Tests

Online and off-line computerized tests or aptitude tests could be used to measure a wide range of candidate attributes including:
Cognitive Motor

abilities and interests

and physical abilities

Personality

Achievement

Tests of Cognitive Abilities

Employers often assess a candidates cognitive or mental abilities, for example: Is the bookkeeping candidate good with numbers? Intelligence or IQ tests look at general intellectual abilities including memory, vocabulary, verbal fluency and numeric ability Aptitude tests measure specific mental abilities

Tests of Motor and Physical Abilities

Motor or physical abilities might need to be measured for specific jobs

Finger dexterity Strength Manual dexterity Reaction time Speed of finger, hand or arm movements

Personality Test

Agreeableness Conscientiousness Openness to experience

Assessment Method Cognitive Ability Test Job Knowledge Test Personality Tests Biographical data inventories Integrity Tests Structured interviews Physical fitness tests

Validity

Adverse Impact

Costs (to Develop/Ad minister) L/L L/L H/L H/L L/L H/H H/H

Applicant Reactions Somewhat favorable More favorable Less favorable Less favorable Less favorable More favorable More favorable

H H L/M M M to H H M to H

H (against minorities) H (against minorities) L L to H L L H (against females and older workers) M (against minorities) L L to M , depending on exercise H (against females and older workers)

E V A L U A T I O N OF A S S E S S M E N T M E T H O D S

Situational judgment tests Work samples Assessment Centers Physical Ability Test

M H M to H M to H

H/L H/H H/H H/H

More favorable More favorable More favorable More favorable

Management Assessment Centre

In a Management Assessment Center management candidates take tests and make decisions in simulated situations while observers score their performance Average time at center is usually 2 or 3 days and involves 10 to 12 candidates

Management Assessment Centre [contd.]

In a Management Assessment Center management candidates take tests and make decisions in simulated situations while observers score their performance Average time at center is usually 2 or 3 days and involves 10 to 12 candidates

Management Assessment Centre [contd.]

Examples of simulated realistic exercises include:

The in-basket creates a situation where the candidate is faced with an accumulation of reports, memos, phone messages, letters, etc., of the simulated job he or she is to take over while being evaluated on what action he or she takes for each of these materials

Management Assessment Centre [contd.]

The leaderless group discussion occurs when a leaderless group is given a discussion question and told to arrive at a group decision while observers evaluate leadership ability, acceptance by group, etc. Individual presentations used to evaluate a participants communication skills and his or her persuasiveness by orally presenting on an assigned topic

Interviewing Candidates

Interview

Interviewing is an indispensible management tool An Interview is a procedure designed to solicit information from a persons oral responses to oral inquiries A Selection Interview is designed to predict future job performance based on candidates answers

Types of Selection Interview

Non-structured (questions are asked as you think of them) versus structured interviews (questions are known and the order specified in advance)

Types of Selection Interview [Contd.]

There are different types of questions for different types of interviews

Situational interviews ask what would the candidates behavior be in a given situation Behavioral interviews ask how the candidate has reacted in a similar situation in the past

Types of Selection Interview [Contd.]

Interviews are also classified by how they are administered

One-on-one interviews were two people meet alone and one interviews the other Sequential interviews occur when several people interview the applicant in sequence before a decision is made

Types of Selection Interview [Contd.]

Panel interviews are when the candidate is interviewed simultaneously by a group Interviews can also occur via video or phone

How Useful Are Interviews?

Statistical evidence regarding validity is mixed indicating that the key to usefulness depends on type of interview employed

When predicting job performance the situational interview yields more accurate results Structured interviews, regardless of content, are more valid for predicting job performance One-on-one interviews tend to be more valid than panel interviews

Avoiding Common Interview Mistakes

Do not make snap judgments Do not emphasize the negative Make sure you know the job for which you are interviewing the candidate Do not let the pressure to hire color your opinions

Avoiding Common Interview Mistakes [Contd.]

Do not allow candidate order (contrast) error to influence the interview Take into consideration the influence of nonverbal behavior and guard against bias Remember to look beyond the candidates physical attractiveness Be wary of ingratiating and self-promoting behaviors

Avoiding Common Interview Mistakes

Prepare and plan for the interview Establish rapport with the candidate Ask appropriate questions

The Dos and Don'ts of Interview Questions

Dont ask questions that can be answered yes or no Dont put words in the applicants mouth or telegraph the desired answer by nodding or smiling when the right answer is given Dont interrogate the applicant as if the person is a criminal

The Dos and Don'ts of Interview Questions [Contd.]

Dont be patronizing, sarcastic or inattentive Dont monopolize the interview by rambling nor let the applicant dominate the interview so you cant ask all your questions Do ask open-ended questions Do listen to the candidate to encourage him or her to express thoughts fully

The Dos and Don'ts of Interview Questions [Contd.]

Do draw out the applicants opinions and feelings by repeating the persons last comment as a question Do ask for examples

Closing the Interview

Leave time to answer any questions the candidate may have If appropriate advocate your firm to the candidate Try to end the interview on a positive note Tell the applicant whether theres interest and what the next step will be Make rejections diplomatically

Using Other Selection Techniques

Conduct background investigations

Check social networking sites Talk to current and previous supervisors to discover more about persons motivation, competence and ability to work with others Perform credit check or use employment screening services

Using Other Selection Techniques [Contd.]

Perform reference checks

Make sure the candidate has signed a release Always get two forms of identification and make applicants fill out job applications Use a structured reference checking form Ask the right questions and judge whether the references answers are evasive

Using Other Selection Techniques [Contd.]

Ask open-ended questions and listen carefully Make sure checking references is done by authorized managers Can be ineffective because current supervisor might give a bad employee a good reference to get rid of him/her