Assignment

Of
Principle of management

Assignment no: 2

Submitted to: Submitted by:

Lect . Agiyapal singh Mohit
MCA(2nd sem)
987
1.) short answer
SOURCES OF RECRUITMENT

Inevitably, the firm must go to external sources for lower entry jobs, for expansion, and
for positions whose specifications cannot be met by present personnel. Thus the firm has
a number of outside sources available, among which are the following:

Advertising: There is a trend toward more selective recruitment in advertising. This can
be effected in at least two ways. First, advertisements can be placed in media read only
by particular groups. Secondly, more information about the company, the job, and the job
specification can be included in the ad to permit some self-screening

.Employment Agencies: Additional screening can be affected through the utilization of

employment agencies, both public and private. Today, in contrast to their former
unsavoury reputation, the public employment agencies in several States are well-
regarded, particularly in the fields of unskilled semi-skilled and skilled operative jobs

Employee Referrals: Friends and relatives of present employees are also a good source
from which employees may be drawn. When the labour market is very tight, large
employers frequently offer their employees bonus or prizes for any referrals that are hired
and stay with the company for a specific length of time.

Schools, Colleges and Professional Institutions: Offer opportunities for recruiting their
students. They operate placement services where complete bio-data and other particulars
of the students are available. The companies that need employees maintain contact with
Guidance Counsellors of Employment Bureaus and teachers of business and vocational
subjects

.Labour unions: Firms with closed or union shops must look to the union in their
recruitment efforts. Disadvantages of a monopolistically controlled labour source are
offset, at least particularly, by savings in recruitment costs.

2. short answer)Types of Interviews

All job interviews have the same objective, but employers reach that objective in a variety of
ways. You might enter the room expecting to tell stories about your professional successes and
instead find yourself selling the interviewer a bridge or editing code at a computer. One strategy
for performing your best during an interview is to know the rules of the particular game you are
play

The Screening Interview

Companies use screening tools to ensure that candidates meet minimum qualification
requirements. Computer programs are among the tools used to weed out unqualified candidates.
(This is why you need a digital resume that is screening-friendly. See our resume center for help.)
Sometimes human professionals are the gatekeepers. Screening interviewers often have honed
skills to determine whether there is anything that might disqualify you for the position. Remember-
they do not need to know whether you are the best fit for the position, only whether you are not a
matching when you walk through the door.

The Informational Interview

On the opposite end of the stress spectrum from screening interviews is the informational
interview. A meeting that you initiate, the informational interview is underutilized by job-seekers
who might otherwise consider themselves savvy to the merits of networking. Job seekers
ostensibly secure informational meetings in order to seek the advice of someone in their current
or desired field as well as to gain further references to people who can lend insight.

The Directive Style

In this style of interview, the interviewer has a clear agenda that he or she follows unflinchingly.
Sometimes companies use this rigid format to ensure parity between interviews; when
interviewers ask each candidate the same series of questions, they can more readily compare the
results. Directive interviewers rely upon their own questions and methods to tease from you what
they wish to know. You might feel like you are being steam-rolled, or you might find the
conversation develops naturally.

The Meandering Style

This interview type, usually used by inexperienced interviewers, relies on you to lead the
discussion. It might begin with a statement like "tell me about yourself," which you can use to your
advantage. The interviewer might ask you another broad, open-ended question before falling into
silence. This interview style allows you tactfully to guide the discussion in a way that best serves
you.

The Stress Interview

Astounding as this is, the Greek hazing system has made its way into professional interviews.
Either employers view the stress interview as a legitimate way of determining candidates' aptness
for a position or someone has latent maniacal tendencies. You might be held in the waiting room
for an hour before the interviewer greets you. You might face long silences or cold stares. The
interviewer might openly challenge your believes or judgment.

The Behavioral Interview

Many companies increasingly rely on behavior interviews since they use your previous behavior
to indicate your future performance. In these interviews, employers use standardized methods to
mine information relevant to your competency in a particular area or position. Depending upon
the responsibilities of the job and the working environment, you might be asked to describe a time
that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking,
initiative or stress management. You will be asked how you dealt with the situations.

3 SHORT ANSWER
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.

The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to

the needs and challenges of the society.

1.)long answer
 Job Analysis: Overview
Job Analysis is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for a given
job. Job Analysis is a process where judgements are made about data collected
on a job.

The Job; not the person An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person. While Job Analysis data may be
collected from incumbents through interviews or questionnaires, the product of
the analysis is a description or specifications of the job, not a description of the
person.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and
performance appraisal.

Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or develop:

• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video,
classroom...)

Compensation
Job Analysis can be used in compensation to identify or determine:

• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)

Selection Procedures
Job Analysis can be used in selection procedures to identify or develop:

• job duties that should be included in advertisements of vacant positions;

• appropriate salary level for the position to help determine what salary
should be offered to a candidate;
• minimum requirements (education and/or experience) for screening
applicants;
• interview questions;
 • selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires

Performance Review
Job Analysis can be used in performance review to identify or develop:

• goals and objectives

• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination. These

include:

• review of job classification systems

• incumbent interviews
• supervisor interview
• expert panels
• structured questionnaires
• task inventories
• check lists
• open-ended questionnaires
• observation
• incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would then be
used to assist the Job Analyst who would then conduct an interview of the
incumbent(s). A draft of the identified job duties, responsibilities, equipment,
relationships, and work environment would be reviewed with the supervisor for
accuracy. The Job Analyst would then prepare a job description and/or job
specifications.

The method that you may use in Job Analysis will depend on practical concerns
such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks The basic unit of a job is the performance of specific
tasks and duties. Information to be collected about these items may
include: frequency, duration, effort, skill, complexity, equipment,
standards, etc.
• Environment This may have a significant impact on the physical
requirements to be able to perform a job. The work environment may
include unpleasant conditions such as offensive odors and temperature
extremes. There may also be definite risks to the incumbent such as
noxious fumes, radioactive substances, hostile and aggressive people,
and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective clothing.
These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal
or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to
perform the job. While an incumbent may have higher KSA's than those
required for the job, a Job Analysis typically only states the minimum
requirements to perform the job.
2.)long answer
Addressing Selection Criteria

What are selection criteria and why are they used?

Selection criteria describe the qualifications, knowledge, skills, abilities and experience a
person requires in order to do a job effectively. They are divided into:

• essential criteria
• desirable criteria.

You must meet the essential criteria to be considered for a position because without
having the relevant qualifications, knowledge, skills or experience you would not be able
to do the job. If you do not meet the essential criteria, you will not be shortlisted for
interview.

It is not necessary for you to have the qualifications, knowledge, skills and experience
described by the desirable criteria, but your chances of being shortlisted are better if you
do. Where there are several applicants who meet the essential criteria, the selection panel
will shortlist on the basis of the desirable criteria.
Examples of selection criteria
Apart from qualifications and experience that may be specific to a particular job, there
are several selection criteria that are common to many University positions. These
include:

• ability to maintain confidentiality

• ability to work as part of a team
• ability to work independently
• ability to work under pressure
• attention to detail
• flexible and adaptable approach to work
• initiative
• keyboard skills
• knowledge of University organisation, policy and procedures
• organisational/planning skills
• problem-solving ability
• sensitivity
• supervisory skills
• verbal communication/interpersonal skills
• written communication skills.

Why selection criteria must be addressed

For any general staff vacancy at the University, the selection panel is required to assess
each applicant in terms of how well they meet the selection criteria.

However, it is not up to the selection panel, who may have 100 applications to assess, to
wade through your résumé and covering letter trying to find the relevant information
about you that relates to each criterion.

The onus is on you to summarise the relevant information about yourself and to present it
in a form which is easily accessible to the panel.

This will assist the panel to rate your application against the selection criteria and against
other applicants, and to decide who to shortlist for interview. Many good applicants are
overlooked because they don't clearly address the selection criteria and assume that the
panel will be able to Ôread between the linesÕ in their résumé.

How to address selection criteria

Format and Layout

There are a number of things you can do to make your selection criteria statement
effective and easy for the selection panel to read.
 • Make it a separate attachment from your résumé and covering letter. This is a
University requirement.

• Give the document a heading and include the following details:

 title, e.g. 'Statement Addressing Selection Criteria'

 name of the position
 position reference number (e.g. 18/96)

• Address each criterion separately:

 give each a title, using exactly the same wording as appears on the
selection criteria form, e.g. 'Excellent verbal communication skills'
 list each criterion in the same order as the selection criteria form
 indicate whether the criterion is essential or desirable
 under each heading write one or two short paragraphs explaining how you
meet that particular criterion (how to do this is explained below).

What Are Selection Criteria And How Are They used?

Selection criteria describe the personal qualities, skills, abilities, knowledge and
qualifications (if any) a person needs to perform the role effectively. They are used to
identify the right person for the role.

Selection criteria are sometimes divided into:

• IMPORTANT criteria
• LESS IMPORTANT criteria

Important criteria are weighted equally (unless explicitly stated otherwise).

Less Important criteria are rated equally and have a lower weighting than Important
criteria. However, your chances of progressing through the selection process (e.g. being
short-listed) will be greater if you meet all the selection criteria, as you may be competing
against many applicants.

Selection criteria can also be divided into:

• Essential criteria ('must have' criteria)

• Desirable criteria ('nice to have' criteria).

The selection advisory committee will rate applicants against the criteria in order to select
the right applicant.

You must meet all of the 'essential' criteria in order to be seriously considered for a role.
It is not necessary for you to have the qualifications, skills and knowledge outlined in
'desirable' criteria. However, your chances of progressing through the selection process
(e.g. being short-listed) will be greater if you meet all the selection criteria, as you may
be competing against many applicants.

How Do Applicants Address Selection Criteria?

The key is to:

• demonstrate capability by providing evidence of how you meet the selection

criteria;
• provide specific details; and
• where possible, include an indicator of success or a result.

An easy way to do this is to use the STAR model - that is:

Situation - provide a brief outline of the situation or setting

Task - outline what you did
Approach or action - outline how you did it
Result - describe the outcomes.

Step one - Understanding the selection criteria

As an example, take the capability written communication skills. The associated selection
criterion could be;

Well developed written communication skills. This includes the ability to:

• structure written communications such as reports to meet the needs and

understanding of the intended audience;
• express opinions, information and key points of an argument clearly and
concisely; and to
• write convincingly in an engaging and expressive manner'.

It is important that you clearly understand what is meant by each selection criterion
before putting pen to paper.

Step two - Opening sentence

When addressing each selection criterion, you should begin with an opening sentence that
clearly states your claim to this criterion. For example:

I possess strong written communication skills, which I have developed over the course of
my career'.

This opening statement needs to be supported by detailed examples of where you

demonstrated these skills in the workplace (or other context if workplace examples are
not possible). The following steps will help you to provide a structured, easy-to-
understand response.

Step three - Brainstorm ideas for each criterion

For each selection criterion, brainstorm ideas from your recent work life. Ideally, you
should confine your examples to the last two or three years of employment. Where you
do not have relevant work examples, situations from different aspects of your life (e.g.
university, clubs or the community) may also demonstrate relevant strengths. For
instance, acting as the secretary for a large club may be an appropriate example for the
selection criterion described above.

Let's take an example of a Senior Project Officer (APS6) role, which includes 'well
developed written communication skills' as one of the selection criteria. An applicant
may come up with the following situations which could illustrate their written
communication skills:

• Project Officer at Department of XYZ - needed to write report on project planning

methodologies
• when Research Support Officer at Department of XYZ - designed and compiled a
monthly newsletter
• research project when at GBL Company - needed to collate diverse sets of data,
organise the information into topic areas, and synthesise into a paper for senior
management.

At this stage, it is useful to generate as many examples as possible.

Step four - Expand on your brainstorming ideas - provide the evidence

You should then expand upon the points that you have noted as part of the brainstorming
activity in step three. Go back to each specific criterion and make your final choice on
which examples to use, by matching them against the wording of the criterion.

Once you have finalised your examples, you need to demonstrate how they meet the
different aspects of the criterion. In doing so, it is important that you are very specific and
describe exactly what you did, including the outcome. This is to demonstrate
convincingly that you have met the requirements of each criterion.