Unit Two

Personnel Planning
and Recruitment
Session 1
 Job Analysis
What is it?
A procedure
To determine duties (work) and to identify employee characteristics
required (worker)
Information collection on work activities; human behaviors;
machines, tools, equipments and work aids; performance standards;
job context; human requirements
To prepare job descriptions and job specifications
To use the information in various HR functions
1. Recruitment and selection
2. Performance appraisal
3. Training and development
4. Compensation
 Steps in job analysis
Decide on the use of information
Review relevant background information
Select representative positions
Actually analyze the job
Verify the job analysis information
Develop job description and job specification
 Analysis process
Greet participant
Explain the job analysis process and reason and
participants role
Spend sometime on getting agreement on the
jobs basic summary
Identify the jobs broad functional areas
Identify specific tasks within each functional area
Print the task list and get it signed
 Job Analysis
Who are involved in this process?
Supervisor- for validity
Expert- specially for new positions, and for validity
Incumbent (job holder)- consider average performance

Job Analysis Guidelines

Joint effort
Collection of information from different departments
Make sure the questions and process are clear
Use several different tools
 Job Analysis Methods

Interview
Observation
Questionnaire
Participant diary/log
Internet
 Job Analysis Methods
Interview:
Involvement: Incumbents, supervisors, experts
Structured or unstructured
Focus: Regular core activities, important but periodic
activities, non-core activities, work environment/context,
equipments required, personality attributes, physical
attributes, job requirements- e.g., experience, education,
training
Advantage: simple and easy to administer, know activities
which otherwise would not surface
Problem: communication, information distortion
(exaggeration/hiding), employees perception about the
event, variation in what should be and what it is
 Job Analysis Methods
Questionnaires:
Involvement: Incumbents, supervisors
Focus: Regular core activities, important but periodic
activities, non-core activities, work environment/context,
equipments required, personality attributes, physical
attributes, job requirements- e.g., experience, education,
training
Types: structured, open ended
Pros: quick and efficient way for large number, less costly
Cons: time consuming to make and test the questionnaire,
employees may distort the information
 Job Analysis Methods
Observation:
Involvement: Incumbents
Focus: observable physical activities
Limitations- not applicable to all jobs (esp
those involving mental activities), all
important but periodic jobs (like nurse),
reactivity
Observation done for a complete work cycle
Often used with interview, first observe and
then interview
 Job Analysis Methods
Quantitative Job Analysis Technique:
Focus: To rate the jobs quantitatively
Position Analysis Questionnaire one method
194 items is scored each representing a basic
activity among five of them such as decision
making
According to the total score, the jobs are
compared and pay is assigned
 Job Analysis Methods
Participant Diary/Log:
Involvement: Incumbent, supervisor
Record the detail of activities done along with the time
Gives a complete picture
Cons- exaggeration of work
Can be given pocket dictating machines

Internet:
Websites
Questionnaires through intranet/internet
Useful for widely dispersed employees or internationally spread
employees
Less time consuming
Three steps: Give a set of general work activities, select the
important ones and list the specific duties under it
 Job Description (JD)
What is it?
A written statement explaining:
What the jobholder does
Why the job is to be done
How he or she does it
What are the conditions
Helps to make job specification which entails
List of knowledge
Abilities
Skills required to perform a job
What is the source of information for JD/JS?
Job analysis
 Job Description (JD)
How information are organized?
Job identification (position, supervisor, relationships etc)
Job summary
Responsibilities and duties with standards
Job specifications
Authority
Working conditions
 Job Description (JD)
Job identification:
Job title, supervisor, relationships, code, job family, division,
department, location, date etc

Job summary
Summarize the essence of the job with major functions and
activities

Responsibilities and duties

Heart of JD
Includes list of major duties and responsibilities usually in the
order of importance and describes each of them in detail
 Job Description (JD)
Authority
Limiting the decision making, supervising or budgetary
authority

Standards
List of standards expected to achieve in each main duty
and responsibilities

Working conditions
List of general working conditions
 Job specifications
Human traits, experiences, education required to
do the job well
Qualities for testing the applicants
Trained vs untrained job specifications
Two approaches for job specifications; based on
judgment and based on statistical analysis
(relationship between performance and personal
trait)
 Job Description (JD)
Competencies and profiles
Traditional JA- describing duties and responsibilities, job focused
Competencies- demonstrable characteristics to perform the task
Competency-based JA- describing job in terms of measurable,
observable, behavioral competencies (knowledge, skills, behaviors),
worker focused, pre-requisite- skill matrix

Advantages of JD:
Specifies tasks, their acceptance level, provides basis for appraisal,
development, compensation
Disadvantages of JD:
No flexibility, so might not be applicable to all sorts of jobs, job
assignments might change frequently because of global competition
such as job enlargement, job rotation and job enrichment
 Class Discussion Case

Social Surveyors in Flood Hit Areas

Session 2
The Recruitment and Selection Process
1. Workforce planning and forecasting to determine
positions to be filled
2. Build pool of candidates by recruitment
3. Applicants fill out application forms
4. Utilize various selection techniques
5. Interview the candidates and decide whom to
make the offer
Workforce Planning and Forecasting

What is workforce planning?

What is forecasting?
Why are they important in organizations?
How to do planning and forecasting?
Nepali organizations and workforce
planning and forecasting. Is it done
properly?
Workforce Planning and Forecasting
Deciding what positions to fill and how to
fill
The process of formulating plans
To fill the future openings based on
Projecting open positions, and
Deciding source- inside/outside candidates
 Workforce Planning and Forecasting
Talent management (external)
Involves identifying, recruiting, developing, managing
and compensating high-potential employees
Large organizations spend 20-40% time in talent
management
Succession planning (internal)-
Generally for top management from within the
organization
Filling companys most important top executive
positions
 Workforce Planning and Forecasting
Strategy and workforce planning:
Workforce planning integral to strategic planning
How many, what sorts of people to hire, where to tap
them from?
Skills and competencies for strategy implementation
and to achieve its goal
 Workforce Planning and Forecasting
Inside-
Training, development, and coaching before they are
ready to fill new jobs
Outside-
Thorough recruitment and selection function
Use of sources and availability of workforce

Workforce Planning Process

1. Forecast the demand and supply of labor
2. Identify demand supply gap
3. Develop action plan to fill the gap
How to forecast demand for personnel needs?
Process-
Basis for projection- revenue/productivity
Anticipate demand of product/service
Estimate the size of the staff required to achieve targeted
volume/revenue
Use historical ratio for estimation
Project turnover
Identify quality/skills/knowledge/ability required
Make strategic decisions to upgrade the quality of
products/services or enter new market
Identify technical changes required
Refer to financial resources available
How to forecast personnel needs?

Techniques:
Ratio analysis
Trend analysis
Scatter plots
 How to forecast personnel needs?
Ratio analysis:
Forecast based on ratio between
causal factor (e.g., sales volume) and
number of employees required (e.g., salespeople)

Trend analysis:
Forecast based on trend of
Employment levels over five years
Assumption: the trend will continue in future
How to forecast personnel needs?
Scatter plot:
Graphical representation of relationship of two variables
(e.g., measure of business activity and your firms staffing
levels)
Industry-wide survey
Points fall along the straight line

Using computers to support forecasting personnel needs

Use of managerial judgment in all cases
 Forecasting the supply of internal
candidates
Once demand forecast done, look for supply both
internal and external
Tools?
Qualification inventory
(performance record, education information,
promotability)
Personnel replacement charts
For important positions
Performance and promotability for each potential
replacement
Required training/development
Human Resource Information System (HRIS)
Large organizations
Packaged systems
 Forecasting the supply of internal
candidates
Succession planning:
The process of
Ensuring a suitable supply of successors
For current and future key jobs
Arising from business strategy so that
The career of individuals can be planned and
managed
To optimize the organizations needs and the
individuals aspirations
Forecasting the supply of internal candidates
Succession planning:
For important executive positions
Integrated series of steps
Job rotation at several key divisions
Off the job training and development (executive
development through university enrollments)
 Forecasting the supply of internal candidates
Succession planning activities-
Analyze future demand for managers and professionals by
company level, function, and skill
Audit existing executives and project likely future supply from
internal and external supply
Plan individual career paths based on objective estimates and
assessments of potential and career interests
Train and develop them to prepare for future expected roles
Accelerate promotions
Plan strategic recruitment to fill short-term needs and to provide
people to develop to meet future needs
Forecasting the supply of external candidates

When?
In absence of
qualified inside candidates
to fill anticipated openings
How?
Forecast
General economic conditions (rate of unemployment- lower the
rate, more difficult to recruit)
Local market conditions (growth of industry)
Occupational market conditions (demand and supply in IT)
Action plan to match demand and supply
Workforce planning -> workforce action plan
Laying projected demand supply gaps
Staffing plans to fill the gaps
Staffing plan include positions to be filled,
potential internal and external sources of
candidates, the required training and
development and resources such as
advertisement costs
Predictive workforce monitoring paying
continuous attention to workforce planning
Class Discussion Case
Promoting the Protg
Session 3
 Recruitment
Once workforce planning is done next step is
recruitment
Developing a pool of candidates
Attracting potential candidates having required sets of
attributes
Detracting unsuitable candidates thus saving
organizations resources
Should be aligned with strategic plans
Challenges:
1. Different methods applicable to different jobs
2. Success depends on many non recruitment factor
3. Legal considerations
 Recruitment
Organizing recruitment: centralized vs
decentralized
Use of internet
Role of supervisor
Recruiting yield pyramid
Evaluating effectiveness of recruitment
 Internal sources of candidates
Hiring from within or hiring current employees
Current employees best source of recruitment

When to go for internal recruiting?

Availability of required competencies within the
organization- above entry level positions
Inability to attract appropriate and adequate
number of applicants from outside
Promotion policy (making vs buying)
Legal requirements
Union requirements
 Internal sources of candidates
How it helps organization?
Both task and behavior aspects can be
observed and assessed for a long period of
time, thus determining better P-J-Fit
Employees familiarity with organization and its
culture an important aspect
Improvement in employees morale and
motivation
Commitment and low turnover
Requires less orientation and training
 Internal sources of candidates
Disadvantages:
- Employee discontent if not selected
- Requirement to take interview of all the applicants;
waste of time
- Dissatisfaction with the new boss of same level
- Inbreeding (stale ideas)
Methods:
Personal records
Skill inventory
Succession planning
Job posting/bidding
 Internal Recruiting Methods
Job posting/bidding:
Communicating/Publicizing employees
about job openings by stating requirements
Procedure:
HR department- inform employees
Supervisors- ensure employees know about
it in their units
Interested employee- contact HR
department and apply
 Internal Recruiting Methods
Skill banks:
List of current employees having specific skills
Eg. Aerospace engineers

Succession planning:
Formal career development program for
potential candidates

Rehiring:
Hiring someone who left the firm
 Outside sources of candidates
Why?
To bring new ideas in the organization
(avoiding inbreeding)
To introduce new skills and competencies
(unavailability in current employees)
To get cheaper manpower available in job
market
To fill entry level positions
To comply with legal requirements
To establish firms corporate image
 Outside sources of candidates
Internet recruiting
Advertising
Employment agencies
Temporary agencies and alternative staffing
Offshoring/ outsourcing jobs
Executive recruiters
College recruiting
Referrals and walk-ins
On demand recruiting services
Telecommuters
Military personnel
 Internet Recruiting
Company websites and Job boards
Social networking sites like facebook, twitter,
linkedin
Pros: cost effective, more responses at less
cost, can include more info (JD) so more
credible
Cons: discrimination, resume overload
Use of applicant tracking systems
 Job ad
Popular and effective method of seeking candidates
Careful planning on content, timing and location
Advantage- wide reach
Disadvantage- costly
Ad placement strategy:
- Capture the job hunters attention
- Hold the job hunters attention
- Design your ad to be the last one a job hunter wants to
read (creative graphics, color, tasteful humor)
EEO considerations
 Job ad
Two issues in job ad:
1. Advertising medium
- Newspaper(local or national), journals, internet
- Depends on position being recruited
- Target ads to reach to prospective candidates
2. Advertisement construction (AIDA model)
- Attention (Next key player)
- Interest (Are you looking to make impact?)
- Desire (Challenging job)
- Action (Apply today)
More information more credible, personalized response
Employment ad and impression


Job
Kinds of advertisement:
ad
1. Static advertising
Newspapers National or local (Cost vs coverage)
Journals and periodicals Specific professional
Magazines Target specific readers
2. Live advertising (Wide coverage- non job seekers)
Radio Jingles
Cinema Students wanting jobs
TV Time vs cost
3. Interactive advertising
Internet Website, facebook
Recruitment event Wide information, High cost
 Two forms of ad:
Job ad
1. Want ads
- Describe the company, job and benefits, how to
apply
- Response rate depends upon -> identification of
the company, labor market and degree of specific
requirement
2. Blind ads
- No identification of company, response way stated
- Pros -> Good for not so popular company, internal
recruitment, high no of applicants, no individual response
- Cons ->Reluctance, bad reputation (test of supply)
 Job ad
Information to be included in job ad:
Job content
Location
Salary/benefits
Growth prospect
Environment
Organization name
Applying process, last date, address
Documents required for applying
 Employment Agencies
Why?
No HR dept
For quick filling and difficult to generate qualified pool
Attract greater number of minority or reach employed individuals

Cons: Poor applicant might be sent

Avoiding possible problems:

Give accurate JD and make sure appropriate techniques are used
Make profile of successful and unsuccessful candidates from
employment agencies
Screen agency
Reference check the applicants
Temporary workers and alternative staffing
Contingent workers through temporary help
agencies or direct hire (PT or JIT workers)
Pros: fill positions of permanent employee on leave
or vacation, outsourcing, flexibility
Cons: costly, low loyalty
Using temporary agencies need great care such as
invoicing, time sheets etc.
Supervisor needs to be cautious while dealing with
temporary workers
Alternate staffing, good eg of temp worker
 Executive recruiters
Headhunting agencies for recruiting top level
executives
Might be less in number but are most crucial
positions
May be specialized
High use of internet databases
Pros: Job of recruiting executive made easier,
faster and cheaper
Cons: Gap between requirement and person not
filled properly
Following guidelines properly
 College recruiting
Good for management trainee and
technical/professional employees
Two goals:
1. To attract good candidates
2. To determine whether candidate is worthy is
consideration
Cons: Might be expensive such as brochure
Recruiter must be personable and effective
Internship- a win-win way to both employers
and employee
Collaboration with college and university
 Offshoring/ outsourcing jobs
Rather than bringing people in, sending the jobs
out
Outsourcing means having outside vendors
supply services or perform jobs that the
company did inhouse
Offshoring means abroad employees supplying
services that company did inhouse
Employers need to face many challenges such
as minimum wages, unions, cultural
misunderstandings, legal issues, foreign
contract
 Referrals and walk-ins
Existing employees refer names of potential
candidates suitable for the vacant jobs
Pros: More applicants, more hires and more
yield ratio; high quality candidates with realistic
picture of employer; low turnover; cost effective
Cons: loss of employee morale if referral not
hired
Walk ins- We are hiring outside the door
Effective in recruiting blue collar workers within
short period of time
 On demand recruiting services
- Short term specialized recruiting company
to be paid on hourly basis
Telecommuters
- Work from home
Military personnel
- Recruiting ex-army
 Recruiting more diverse workforce
Women
Older workers
Single parents
Minorities
Differently abled
 Application blank
Defined as a form intending to collect general
information from the prospective candidates of the job
Information includes personal details, educational
and employment details, references
Purpose:
1. Judgment on substantive matters
2. Previous progress and growth
3. Stability
4. Predict Success
5. Check references
 Application blank
What information to seek?
What attributes to be assessed?
What type of application blank?
Should be blank be same or different across the
hierarchy?
How to determine weights of each attribute (in
case of weighted application blank)?
How to administer?
Who will be responsible in sending, collecting,
documenting, processing application blank?
 Application blank
Designing the application blank:
Job related & relevant
Legality
Homogeneous blocks
Color combination, boxes, lines, shading
Clear instruction
Weight assignment
Declaration
 Weighted application blanks
How to design weighted application blanks?
1. Use of Competency framework
- Acquired (Knowledge, qualification) and adapting (Use of
talent in different situations)
2. List out competencies required for given position (max 6)
3. Prioritize the listed competencies
4. Providing weight to competencies depending on priority
5. Developing of rating scale with description of each
E.g: 1- No competency evidence and
2- Some evidence of competency
3- Full evidence of competency
4- Full evidence of competency at higher level
6. Total score derived by multiplying rates with weights and adding
them up
 Application blank
Reviewing the application blank:
Very important as it gives background for further
investigation as well as set basis for interview
Paper or electronic
One form or combination of various forms
Ensure compliance with EEO while reviewing
 Application blank
Key areas to review application blank/resume-
Scan the overall appearance of the application or
resume (grammar, handwriting, spelling,
consistency, information organization, highlights on
key accomplishments, easy language etc)
Look for any blanks or omissions
Review the applicants work history and make a
note of any time gaps between jobs
Consider any overlaps in time
Make a note of any other inconsistencies
 Application blank
Key areas to review application blank/resume-
Consider the frequency of job changes
Be objective when evaluating a persons salary
requirements
Carefully review the applicants reasons for leaving
previous jobs
Make a note to ask for elaboration of duties that
are not clearly described on the application or
resume
Review the application or resume for red flags
 Class Discussion Case

Finding People Who are Passionate

about What They Do
 Assignment
1. Continuing Case: Carter Cleaning Company
Introduction
2. Continuing Case: Carter Cleaning Company
The Job Description
3. Continuing Case: Carter Cleaning Company
Getting Better Applicants