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 judgments are made about data collected on a job. Job analysis, which is also called job review or job classification, is a systematic exploration of the tasks, duties, responsibilities and accountabilities of a job. The process of job analysis involves collection of background information, selection of representative jobs to be analyzed, collection of job analysis information, development of a job description and job specification. The formal and systematic methods of job analysis are functional job analysis, the position analysis questionnaire, and the critical incident technique. Job analysis is useful for preparing job descriptions and job specifications which are the basis for most of the HR activities like recruitment, training, performance appraisal, industrial relations and wage and salary administration. Job design determines the way in which work should be performed which, in turn, affects the degree of authority of an employee over the work; the scope of decisionmaking by the employee; the number of tasks an employee has to perform; and employee satisfaction. The main objectives of job design are to meet organization requirements such as higher productivity, operational efficiency and quality; and to simultaneously satisfy the psychological and sociological needs of the employees. 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.

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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

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Approaches For Collection Of Job Information:

There are different approaches to job design the engineering approach, the human relations approach, the job characteristics approach and the sociotechnical approach. An effectively designed job enhances employee productivity and satisfaction. Modern management has many job design options, which can transform monotonous and routine jobs into more challenging and motivating ones. Some of the popular job design options are job rotation, job enlargement and job

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Methods For Getting Job Analysis:

Methods of collecting job analysis information include: OBSERVATION METHODS Methods of observation include direct observation, work methods analysis, critical incident technique.

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Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. Interview Method Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, openended questions.

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QUESTIONNAIRE METHODS Questionnaire methods include 6 techniques as follows: 5. Position Analysis Questionnaire (PAQ model) PAQ model is a questionnaire technique of job analysis. It developed by McCormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. It consists of 195 job elements that describe generic human work behaviors. Functional job analysis (FJA model) FJA model is a technique of job analysis that was developed by the Employment and Training Administration of the United States Department of Labor. It includes 7 scales (numbers) that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 workerinstruction scale; 3 scales that measure reasoning, mathematics, language. Work Profiling System (WPS model) WPS model is a questionnaire technique of job analysis, is a computeradministered system for job analysis, developed by Saville & Holdsworth, Ltd. MOSAIC model MOSAIC model is a questionnaire technique of job analysis used to collect information from incumbents and supervisors. It contains 151 job tasks rated in terms of importance for effective job performance and 22

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competencies rated in terms of importance, and needed proficiency at entry. Common Metric Questionnaire (CMQ model) CMQ model is a technique of job analysis that was developed by Harvey as a worker-oriented job analysis instrument designed to have applicability to a broad range of exempt and nonexempt jobs. It includes 41 general questions of background section, 62 questions of contacts with people, 80 items of decision making, 53 items of physical and mechanical activities, 47 items of work setting. Fleishman Job Analysis System (FJAS model) FJAS model is is a technique of job analysis that describe jobs from the point of view of the necessary capacities. It includes 52 cognitive, physical, psycho-motor, and sensory ability, each of the categories consists of two parts an operational and differential definition and a grading scale.

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OTHER METHODS 11. Task Inventory A task inventory is a list of the discrete activities that make up a specific job in a specific organization. Job element method This method is same the critical incident technique. It focuses on work behaviors and the results of this behavior rather than more abstract characteristics. Job element method developed by Ernest Prim off. Diary method This method is a useful tool of job analysis to ask worker maintaining and keeping daily records or list of activities they are doing on every day Checklists and rating scales Checklist is job analysis method base on an inventory of job elements. You can ask question about purpose of position; key responsibility areas; organization; relationships; decision making; authority; Skills, knowledge, experience; working conditions. Competency profiling Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Contents of competency modeling include skills, knowledge, abilities, values, interests, personalities. Examining Manuals/reference materials Manuals/reference materials such as quality manual, human resource manual, procedures, instruction, forms, job descriptionare useful for analyst in job analysis. These documents are available for organizations applied to ISO 9000 standard.

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Technical conference Technical conference is a useful tool of job analysis base on Subject Matter Experts (SMEs). SMEs conduct brainstorming sessions to identify job elements. SMEs can use all job analysis methods in here. Threshold Traits Analysis System (TTAS model) Threshold Traits Analysis System (TTAS model) is a method of job analysis, was developed in 1970 by Felix Lopez. Threshold traits analysis system include a standard set of 33 traits: ability traits are can do factors and attitudinal traits are willing to do factors.

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COMBINATION OF METHODS In process of job analysis, analyst can use and associate all methods to collecting job information. For example, when you use direct observation, then you always do interview method.

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Applications Of Job Analysis:

What are the uses of job analysis information? Job analysis information is used in human resources on a regular basis to define: Job description: A job description gives an account of the work and duties associated with a particular job. It describes the way the job is performed currently. Most job descriptions contain the following information: 1. 2. 3. 4. the job name summary description of the job a list of duties for the job a list of organizational responsibilities related to the job

Job specifications: Job specifications define the characteristics of the activities associated with the job and given in the job description. They describe the skill sets and qualifications that a candidate for the job should possess. Job classification: Job classification groups similar jobs into classes and families. This simplifies the overview for managers and is essential for streamlined functioning of an organization. Job evaluation: Job evaluation involves finding out the monetary worth of a job and helps to set up equitable pay structures. Job design: Job design integrates employee needs with productivity needs to maximize worker efficiency.

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Conclusions
The conclusions draw from this data will often be: Identifying training needs of personnel Creating recruitment strategies Making performance reviews

Without proper job analysis by the human resources department, it is difficult for any organization to remain competitive and be able to attract and retain talent.

The Many Uses of a Job Description

It's not just for screening candidates anymore. Today, business owners are finding numerous ways to put an employee's job description to work for them.
A business owner can use a good job description not only as a valuable aid in the job-recruiting process, but also as an outline for reporting relationships and working conditions. A well-crafted job description can also be used for:

Performance management. You can use it to set measurable performance goals based on duties in the job description, and then coach your employees to meet these goals as needed. Training and employee development. You can use your employee job descriptions, along with descriptions of possible job promotions, as incentives for employees to pursue classes, seminars and other career development activities. Compensation. Job descriptions can be helpful in developing a standardized compensation program with minimums and maximums for each position. Recognition and rewards. You can use the descriptions as a baseline for performance, and as a tool to encourage employee performance "above and beyond" the job description in order to receive recognition and rewards. Discipline. If you need to, you can use the job description to illustrate that an employee isn't adequately performing job functions. Return-to-work programs. You can prepare for light or modified duty options to allow for a smoother transition from a workers' compensation injury or leave. Essential job function analysis. Written job descriptions have become increasingly important due to the enactment, in July of 1992, of the Americans with Disabilities Act (ADA). A well-developed job description can provide details on the "essential functions" of a job. This is very helpful when an employee requests a reasonable accommodation under the ADA. The job description can contain prerequisites for positions such as educational requirements, employment experience, physical requirements, supervisory responsibilities and certificates or licenses needed. Well-developed, accurate job descriptions may also prove useful in providing a defense against charges of employment discrimination beyond the recruiting process.

When it comes to job description, flexibility is the key. It may be wise to create more generic job descriptions that emphasize expectations and accountabilities, rather than specific tasks, thereby encouraging employees to focus on results rather than job duties. A more wide-ranging job description is also easier to maintain--it doesn't require modification with every minor change in duties.

Cyberspace recruiting: useful strategies to improve success.

Article Excerpt Have corrections professionals gotten smarter in the area of employee recruiting? Top correctional agencies focus on understanding the dynamics associated with continuously improving their recruitment and selection processes to meet short-term hiring goals as well as long-term strategic goals. [ILLUSTRATION OMITTED] While traditional recruiting activities play important roles in the process, advances in technology have opened the door to new methods, such as the Internet, which is available 24 hours per day, and are becoming more prominent in the human resources professionals' tool kit. Research clearly demonstrates that many more applicants are finding positions through the Internet. In 1996, there were only 11 percent of employers using Internet recruiting, (1) compared with 96 percent in 2001. (2) In addition, Web-based human resource management and automated screening of applicants is evolving, as is applicant recruiting. The private sector has probably observed and implemented most of the innovative changes during this 21st century. However, the public sector and, in particular, correctional agencies are beginning to realize the power of the Internet to meet recruiting challenges. While some agencies are in the beginning stages, all state correctional agencies currently have operating Web sites. With Web sites in place, agencies must use the Internet to maximize potential gains in reaching prospective candidates from Web site job postings. A recent Nielsen NetRatings study found that an estimated 151 million individuals across the nation accessed the Internet at least once in January 2004 for 40 minutes on average. The global power of the Internet is an important recruiting instrument to help agencies deal with the future employee and talent famine. The Internet can be a driving force in agency recruiting strategies. While it may require an investment to develop a system, it will all pay off given the fact that agencies will have the ability to automate candidate screening and tracking, manage a larger volume of resumes and applicant information, and streamline the recruitment process. Large-scale recruitment and more efficient processing can produce more quality candidates. This is especially true for younger workers and those more technologically advanced who may be looking for an exciting job opportunity. Systems with various rural facilities also could benefit from expanding the recruiting net. The Job Applicant's Perspective It is important for human resources staff to look at the agency's Web site from the perspective of a potential employee. Since correctional officers represent 50 percent of all staff and the position's classification had a national turnover rate of 16.6 percent during 2001, (3) it is appropriate to focus on that classification. What would an applicant for a correctional officer position look for on a Web site? Presumably, the applicant would like to know what the job of a correctional officer entails, the basic qualifications, requirements, compensation, benefits, job openings and how to apply (preferably online). The old style of hitting the streets looking for a job is gone. Today, job seekers can simply sit down at their computer and search for that perfect job. Applicants can search many Internet job boards, most having a resume builder and a format to post a resume. Internet usage facilitates movement of younger Americans from job to job. A national study by the Bureau of Lab or Statistics found that the average number of jobs held by those in the workforce who were between 18 and 32 years of age, was 8.6, with most job changes taking place between 18 and 22 years of age. This continues a process observed for those born from 1957 to 1964, now age 40 to 47 who held 9.6 jobs from ages 18 to 36. In the past, hiring staff required finding the person who impressed the interviewers. But today, prospective employees seek information from interviewers to see if the managers and organization are a good fit. Skilled applicants may have several offers of employment from which to choose. Therefore, it is incumbent on the organization to show the applicant that it offers a work environment that meets the applicant's interests and career objectives. (4) As J. Leslie McKeown, author of Retaining Top Employees, puts it, recruiting for retention entails an understanding that employees are making the choice as to whom they wish to work with. Additionally, even though many employees will come to the organization looking for skill development and learning opportunities, they will leave after a period and that will lead to a need for continuous training and development of staff. The concept also requires employers to realize that "compensation is only one reason why employees stay, and that it's often secondary to their personal and career development," McKeown notes. Finding the Brightest Applicants

Recruiting and retention success depends, in part, on clear and up-to-date job descriptions. Talented prospective employees will be contrasting their skills against an agency's job requirements. If they come to work for a particular agency and are able to use their skills, they are likely to be more satisfied and remain with that agency longer. While there are a number of reasons employees washed out during their probationary period, the most often cited were poor screening practices and no pre-employment measures of actual job skills. (5) Organizations reap what they sow. There is no longer a period when effective recruiting is not critical. Effective organizations are constantly searching for exceptional candidates to fill future openings. Many organizations are in a fierce competition for talent and most seek to hire the best and brightest applicant available. Given the costs involved, recruiters must be cognizant of the various ways candidates may be located. Upon finishing an assessment of the job skills, education and traits required, note where the best possible candidates can be found. According to Finding, Hiring and Keeping Peak Performers: Every Manager's Guide, by Harry Chambers, the best way to recruit is to focus efforts where there are large numbers of the best candidates who probably would want to work at the organization. According to Chambers, successful strategies include: * Recruiting within eight hours of the work location; * Providing a relocation allowance; * Giving the candidate information to share with significant others (e.g., compensation and benefits); * Identifying current employees they may wish to talk to; * Providing an opportunity to see the work location, assisting in their job search efforts; and * Providing details relating to housing, schools, services, etc. Evaluating Agencies' Web Sites Jane Lommel, president of Workforce Associates Inc., points out in her article "Evaluating Job Searching Web sites," (6) that there is an important set of factors to consider when developing a Web site. These factors include general site features, design, layout and job posting/resume functionality. In an effort to assess the progress of agencies toward the goal of being able to cast a wider net to recruit the limited number of talented, skilled staff within a very competitive environment, all the state correctional agency Web sites were reviewed. In this study, state correctional Web sites were rated according to established standard job search criteria. Upon reaching the Web site's home page, each site was reviewed for the basic qualifications for a correctional officer, position requirements, pay and benefit information as well as an application to download. Each piece of information was easily located (i.e., less than four page transfers after the home page) in 20 percent of the state DOC sites. Those states include Arizona, Florida, Illinois, Louisiana, New Hampshire, New York, Oklahoma, Pennsylvania, South Carolina and Texas. The ability to apply for the position of correctional officer online was available in 42 percent of the states and 52 percent of the DOC sites continuously accept applications. (Note: At the time of this research, the Hawaii site was under construction and information about correctional officers was in the process of being posted on the Rhode Island site.) In reviewing the Web sites, several noteworthy observations were made. Besides having a well-laid-out Web site, the Texas Department of Criminal Justice has a position for a part-time correctional officer who works 20 hours per week. While part time, hours worked are negotiated between the officer and the unit warden. They also have the option of temporarily switching to full-time employment once per year. This permits those who are working part time while in college to work full time during the summer break. With excellent pay, benefits and flexible work schedule, the parttime correctional officer employment program is perfect for many applicants. Additional features were located at the very accessible Oklahoma DOC Web site. The Temp-Cop Program is available for those who wish to work part time and with flex schedules (32 hours or more per week). Program participants receive a competitive salary, on-the-job training and workers'...

EMPLOYEE LEASING PROGRAMS

Employee leasing programs are arrangements in which businesses lease their employees through an outside contractor that attends to the various personnel-related activities commonly associated with human resources management. Employee leasing programs have become particularly popular among small-and mid-sized companies, who view leasing as:1) a viable option for increasing the benefits that their work force receives, and 2) an effective strategy for getting rid of burdensome and time-consuming paperwork. Writing in Inc., Jay Finegan offered a succinct summary of the employee leasing process: "An employee-leasing company, also known as a professional employer organization (PEO), 'leases' the employees of the business that's hired it. That means the PEO serves as a co-employer, taking control of the personnel administration and paperwork that drive small business owners to distraction. Most PEOs offer a wide range of services and benefits packages, including payroll administration, medical benefits, workers' compensation and unemployment insurance, retirement plans, and compliance assistance with labor laws. In return, the PEO charges an administrative fee of roughly 2 percent to 8 percent of total payroll." Employee leasing surged in popularity in the 1980s, when observers tracked annual increases of anywhere from 20 to 40 percent in the total number of employees involved in the programs. This pace showed no sign of slowing during the 1990s. Indeed, the National Association of Professional Employer Organizations (NAPEO) reported in 1995 that the industry was growing at an annual rate of 30 percent, and in 1997 Inc. reported that according to one analysis, the industry could involve $185 billion in revenues and more than 9 million employees by the year 2005.

ADVANTAGES OF EMPLOYEE LEASING

Supporters of employee leasing programs point to a variety of advantages associated with such arrangements:

Since leasing firms handle more than one company payroll, they can wield their greater buying power to get discounts on group health insurance, life insurance, and dental insurance that smaller companies simply would not be able to get. The

small company is thus able to provide its workers with better benefits, which in turn help it to keep valuable current employees and attract promising new employees.

Leasing companies can handle chores associated with workers' compensation and unemployment insurance. Indeed, studies undertaken by various governmental and industry groups suggest that small businesses with 1 to 25 employees can save as much as 40 percent on the cost of unemployment and workers' compensation with a PEO, while businesses with up to 100 employees can register savings of 25-35 percent.

Leasing companies assume risk and responsibility for preparing a client company's payroll and for paying payroll taxes, along with state and federal reporting requirements.

Employee leasing programs allow small business owners and managers to spend their time doing what they do best, rather than struggling in swamps of paperwork. "A good 35-40 percent of my time, which could have been used more efficiently, was being used to evaluate health policies and benefits packages for my staff," recalled one executive in Association Management. "Plus, my controller was spending an enormous amount of time on payroll, taxes, and so forth." Once the organization turned to an employee leasing program, however, the firm's leadership was able to devote much more of its time and energy to more appropriate tasks.

PEOs can often lend significant human resources expertise. "Because of the numbers of employees they represent (hundreds, if not thousands), [leasing companies] can hire in-house experts in areas of human resources management that small companies rarely have," noted Bruce G. Posner in Inc. Other analysts confirm that many PEOs offer a wealth of knowledge that can be utilized by client companies for everything from rewriting job descriptions to helping with recruiting. "The better PEOs are much more than dressed-up payroll services," wrote Sammi Soutar in Association Management. "They assume the role of your off-site human resource professional, performing the sometimes perplexing, often complicated, and time-consuming duties of that office."

Companies still wield ultimate control over how their business is run. Leasing companies take care of payroll and benefits administration functions, but this does not give them a voice in their clients' other business decisions. "Under a leasing arrangement, the employees still report to the same bosses, who remain in charge of how the business is managed," stated Posner.

Leasing companies can also provide legal assistance to their clients in various aspects of personnel law. There is some self-interest involved here, since in the event of a lawsuit, both the leasing company and its client could be targeted as co-employers.

DISADVANTAGES OF EMPLOYEE LEASING PROGRAMS

Employee leasing programs obviously have many well-documented advantages, as evidenced by the ever-growing popularity of the practice. But as Posner observed, "however appealing leasing may be, it isn't without risks. Essentially you're delegating a vital area of your business to outsiders." And as Finegan noted, "the employee-leasing industry has seen spectacular flameouts, owing to everything from bad risks and poor management to outright fraud. When a PEO goes under, its clients often discover that their payroll cash and insurance coverage vanish with it." Many business observers blame the presence of unscrupulous leasing companies in the industry on the lack of regulation that exists in many states. Fortunately, associations such as the National Association of Professional Employer Organizations (NAPEO) keep a close eye on the industry. It accredits firms that meet its standards, and the organization can be a valuable resource in determining whether an area PEO will adequately fill your needs.

FINDING A GOOD PROFESSIONAL EMPLOYER ORGANIZATION

Small business owners looking into the possibility of establishing an employee-leasing environment in their workplace, then, should make sure that they select a solid leasing company. To help ensure that they secure one, they should consider the following:

Servicessmall businesses need to make sure that the PEO under consideration can meet the business's human resources administration needs, including reasonable program customization desires.

Financial StrengthThis is a vital aspect of any PEO, for an organization that is standing on faulty financial footing could conceivably leave its clients with a crippling debt load if it ultimately folds as a result of incompetent or criminal management. "Ask for banking and credit references and proof that payroll taxes and insurance premiums have been paid," wrote Soutar. "NAPEO-accredited

members must complete a quarterly audit. Make sure PEOs under serious consideration have been certified for at least a couple of years." Finegan agreed, commenting in Inc. that small business owners should "demand to see audited financial statements and have an accountant dissect them with you." Small businesses should also check out the financial standing of the banks and insurance companies with which the PEO works.

ReferencesAsk for a good-sized list of PEO clients, and then take the time to follow up. "A lengthy list of clients helps ensure that you won't get only references who are well schooled in the 'right' answers, and it also offers a look at the PEO's customer base," noted Finegan. Conversely, small businesses should be prepared for some scrutinization as well. As Pamela Sherrid pointed out in U.S. News and World Report, "a reputable leasing firm will respond to your scrutiny by scrutinizing you. It should want to inspect your workplace and look at your workers'-compensation experience and at the claims history of your group health plan. It might not want as a client a company with serious workplace hazards, for instance, since it could be sued by an injured employee. The cost of its health premiums could go up if your employees are often sick."

Fee StructureSmall business owners and managers should examine the fee structure closely to make sure that it is appropriate for all services. Companies looking to secure the services of a PEO should avoid companies that offer excessively expensive rates, but they should also beware of those that offer "bargain basement" terms. "Be on the lookout for companies that either don't charge fees or charge rates significantly lower than the national average," wrote Soutar. "This is a warning sign that the leasing company's intention may be to get in the market, make a quick buck from the client's cash flow, and then get out."

Personal ComfortIndustry analysts note that a good working relationship is an important component in making any PEO arrangement work. Small business owners and managers, then, need to make certain that they get along with the PEO representatives with whom they will interact.

Contractual DetailsContracts should spell out every detail of the arrangement that is being made. After all, human resources management is a complex area that is rife with complicated rules and regulations in the realms of payroll, benefits, etc. Moreover, human resources management has seen increased lawsuit activity in recent years, a trend that has led some PEOs to ask for varying levels of input in the realms of hiring and firing of workers in their clients' workforce. "Even when a leasing firm only supplies help with paper work and

benefits, some firms demand the hire-and-fire prerogative to ensure they won't be in legal trouble because you've discriminated against a job candidate or an employee," explained Sherrid. Small business consultants also encourage their clients to insist on a contract that includes a termination clause. This clause should allow the business to terminate the agreement with the leasing company with 30 or 60 days' notice (90 days is the absolute maximum that should be accepted). "The more specific your contract about the leasing firm's responsibilities, the better," concluded Sherrid. "It should be clear, for example, that your partner will be liable for any mistakes made in the activities it carries out. If it errs in calculating your taxes, for example, it should be responsible for any fines or penalties."

Read more: Employee Leasing Programs - benefits, disadvantages, cost, Advantages of employee leasing, Disadvantages of employee leasing programs, Finding a good professional employer organization http://www.referenceforbusiness.com/small/DiEq/Employee-Leasing-Programs.html#ixzz1DRbAJORu

External Factors Affecting Recruitment

The external factors which affecting recruitment are the forces which cannot be controlled by the organization. The major external forces are: 1. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. LABOUR MARKET Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

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IMAGE / GOODWILL Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBAs when many finance companies were coming up. POLITICAL-SOCIAL- LEGAL ENVIRONMENT Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources. UNEMPLOYMENT RATE One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment. COMPETITORS The recruitment policies of the competitors also effect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors.

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JOB ANALYSIS (CONTD.) After studying this chapter, students should be able to understand the following concepts: A. Human Resource Planning B. Human Resource Forecasting Techniques C. HR Hiring Process D. Constraints of Recruitment Process E. Philosophy of the Recruitment F. Ethical Issues in Recruitment

LESSON OVERVIEW Today we will examine the human resource planning process and some human resource forecasting techniques. Next, we discuss forecasting human resource requirements and availability and describe what actions could be taken should either a surplus or a shortage of workers exist. A. Human resource planning (HRP): It is the process of systematically reviewing human resource requirements to ensure that the required number of employees, with the required skills, is available when they are needed. B. HUMAN RESOURCE FORECASTING TECHNIQUES Several techniques of forecasting human resource requirements and availability are currently used by those in the profession. Zero Based Forecasting This method uses the organizations current level of employment as the starting point for determining future staffing needs. The key to zero-base forecasting is a thorough analysis of human resource needs. Bottom-Up Approach

A forecasting method in which each successive level of the organization, starting with the lowest, forecasts its employee requirements in order to, ultimately, provide an aggregate forecast of employment needs. Use Of Mathematical Models Mathematical models can assist in forecasting HR requirements. The relationship between sales demand and the number of employees needed is a positive one. Simulation Simulation is a technique for experimenting with a real-world situation through a mathematical model representing that situation. A model is an abstraction of the real world. Forecasting Human Resource Requirements A requirements forecast is an estimate of the numbers and kinds of employees the organization will need at future dates in order to realize its goals. Forecasting Human Resource Availability Determining whether the firm will be able to secure employees with the necessary skills and from what sources these individuals may be obtained is called an availability forecast. SURPLUS OF EMPLOYEES FORECASTED When a comparison of requirements and availability indicates a worker surplus will result, restricted hiring, reduced hours, early retirements, or layoffs may be required to correct the situation. Restricted Hiring When a firm implements a restricted hiring policy, it reduces the workforce by not replacing employees who leave.

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 Reduced Hours Reaction to a declining demand can also be made by reducing the total number of hours worked. Instead of continuing a 40-hour week, management may decide to cut each employees time to 30 hours. Early Retirement Early retirement of some present employees is another means of reducing the supply of workers. Layoffs At times, the firm has no choice but to actually lay off part of its workforce. SHORTAGE OF WORKERS FORECASTED Unemployment in the United States was at an all-time low in the summer of 2000. Faced with a shortage of workers, many organizations had to intensify their efforts to recruit the necessary people to meet the needs of the firm. Some actions that were taken included: Creative Recruiting A shortage of personnel often means that new approaches to recruiting must be used. The organization may have to recruit in different geographical areas than in the past, explore new methods, and seek different kinds of candidates. Compensation Incentives Firms competing for workers in a high-demand situation may have to rely on compensation incentives. Premium pay is one obvious method. However, this approach may trigger a bidding war that the organization cannot sustain for an extended period. More subtle forms of rewards may be required to attract employees to a firm, such as four-day workweeks, flexible working hours, telecommuting, part-time employment, and child care centers. Training Programs

Special training programs may be needed to prepare previously unemployable individuals for positions with a firm. Remedial education and skills training are two types of programs that may help attract individuals to a particular company. Different Selection Standards Another approach for dealing with shortages of workers is the lowering of employment standards. Selection criteria that screen out certain workers may have to be altered to ensure that enough people are available to fill jobs. For instance, instead of desiring extensive work experience, a firm may be willing to hire an inexperienced worker and train him or her to do the job. SUCESSION PLANNING AND DEVELOPMENT Succession Planning: The process of ensuring that a qualified person is available to assume a managerial position once the position is vacant. Succession Development: It is the process of determining a comprehensive job profile of the key positions and then ensuring that key prospects are properly developed to match these qualifications. C. HR Hiring Process: HR hiring process involves the activities that are required to make the workforce or staff available to fill and keep filled different positions in the organization. This process includes the following steps Recruitment It is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, and encouraging them to apply for jobs with an organization.

Page # 74 Selection The process of making a hire or no hire decision regarding each applicant for a job Socialization The process of orienting new employees to the organization or the unit in which they will be working Today we will start discussing this hiring process with the detail discussion on first step that is Recruitment. Recruitment: It is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, and encouraging them to apply for jobs with an organization. a. Goals of Recruitment: Mainly there are two recruitment goals b. To attract qualified applicants Recruiting process is used to create the pool of qualified applicants. By qualified applicants we mea those applicants who are having abilities that are perfect match with the job requirements. c. To discourage non qualified applicants. Second goal of recruitment is to avoid nonqualified applicants. When recruiting is based upon careful designing of the job disruption and job specification most of the applicants having irrelevant qualifications are eliminated fro the list of potential applicants which makes recruiting process more effective and easier. D. Constraints of Recruitment Process: Different factors in internal or external environment can influence the effectiveness of recruiting process in negative manner and can become hurdles in recruiting process. They mainly include: I. Image of the Organization.

If employees believe that their employer deals with them fairly, the positive word-of-mouth support they provide is of great value to the firm. It assists in establishing credibility with prospective employees. Image of the organization is mainly assessed by its performance, salary, benefits provided by it potential opportunities to excel and respect etc. If all these factors are good enough than the image of the organization will be positive in the market that will help the organization to have reasonable number of applicants ready to apply for then given job openings, But if the salary benefits provided by the organizations are not compatible with the market there are no potential opportunities for the career development and to excel in future than these factors will be contributing towards negative image of the organization. This bad image is hurdle in acquiring good number of applicants through recruitment process specially if any firm is having business in the declining industry and management is least bothered about the welfare and wellbeing of the employees. II. Attractiveness of the job Attractiveness of the job mainly depends upon its contribution towards achievement of organizations objectives, challenging assignments, its contribution in the career development of the job holder. Secondly the benefits and salary associated to particular job also plays important role in defining the importance of the job. There fore jobs having challenging assignments, career oriented in nature and having good remuneration package can attract best applicants from the labor force available in the market or vice versa. III. Government Influence The recruitment process is influenced by the laws provided by the government. Organizations to be more

successful are required to work according to these laws. IV. Labor Market Influence: The recruitment process is influenced by labor market conditions. When the economy is growing rapidly and unemployment levels are very low, recruiting is extremely difficult. However, when the economy is stagnant and unemployment levels are high, organizations can obtain large applicant pool with very little effort.

Page # 75 V. Recruiting Costs Companies use to bear very high costs while performing the recruitment process especially when the recruitment is external. Therefore organizations can perform this function only and only if they are having sufficient resources to perform the recruitment process. VI. Global Issues When ever staffing function is performed at the international level or across the national boundaries beside internal environment of organization polices of the host country regarding employment also influence the recruitment process. They can include basic labor laws regarding quality of work life EEO, remuneration packages, etc. Diversity through Recruiting Efforts: To offset the momentum of past discrimination in employment, firms must resort to additional recruitment approaches. A recruitment program that is designed to specifically attract women and minorities is referred

to as affirmative recruitment. To ensure that an organization's recruitment program is nondiscriminatory, the firm must analyze its recruitment procedures. Each individual who engages in recruitment should be trained in the use of objective, job-related standards. With few exceptions, jobs must be open to all individuals. When placing job orders with employment agencies, an organization should emphasize its nondiscriminatory recruitment practices. Organizations engaged in affirmative recruitment should develop contacts with minority, women's, and other community organizations. E. Philosophy of the Recruitment: Major decision in performing the recruitment process is selection of sources from the available sources which are: Internal Recruitment External Recruitment. Both of theses have pros and cons and to have the best pool of the applicants pool it is suggested that the multiple approach should be used instead of depending upon any single sources F. Ethical Issues in Recruitment: Performs recruiting and employment activities for the off-site location, providing qualified candidates in a cost-effective and timely manner while ensuring adherence to the corporate job posting procedure. Verifies that all job offers to internal and external candidates are within company policy and that any unusual questions regarding employment are referred to the Manager in order to ensure fair and equitable treatment of all job candidates. Key Terms Human resource planning (HRP): It is the process of systematically reviewing human resource

requirements to ensure that the required number of employees, with the required skills, is available when they are needed. Recruitment: It is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, and encouraging them to apply for jobs with an organization. Job EvaluationIt is used to evaluate the importance of job by considering its contribution towards achievements of the objectives of organization.