unit 2 project planning & evaluation
TRANSCRIPT
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Unit 2HRP, recruitment, selection
Job analysis-JD, JS
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HR Planning
HR Planning is the process of examining an organizations
future human resource need.
It involves:
Identifying and acquiring the right number of people with theproper skills
Motivating them to achieve high performance
Creating interactive links between business objectives and
resource planning activities
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Human Resource Planning (HR Planning) is both a process and a set of plans.
It is how organizations assess the future supply of and demand for human resources.
An effective HR plan also provides mechanisms to eliminate any gaps that may existbetween supply and demand. Thus, HR planning determines the members and types
of employees to be recruited into the organization or phased out of it.
Dynamic by nature, the HR planning process often requires periodic readjustments as
labor market conditions change.
Human Resource Planning
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Technological forecasts
Economic forecastsMarket forecasts
Organizational planning
Investment planning
Annual operating plans
Annual employment
requirementsNumbers
Skills
Occupational categories
Existing employment inventory
After application of expectedloss and attrition rates
Variances End
If surplus If shortage
Decisions
Layoff,
retirement,
etc.
Decisions
Overtime,
recruitment,
etc.
End End
Strategic Planning Human Resource Demand Human Resource Supply
Compared
with
If none
Action
Decisions
HRP Process
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All effective HR planning shares certain features. It is generally agreed that HR
planning involves four distinct phases or stages:
Situation analysis or environmental scanning
Forecasting demand for human resources
Analysis of the supply of human resources
Development of plans for action
The HRP Process
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Why is HRP important ?
Even an imperfect forecast is better than none at all
Anticipating needs prepare for the future gives you an
edge
Address potential problems avoid skill deficiencies
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What is HRP?
HRP is a sub-system of total organizational planning.
HRP facilitates the realization of the companys
objectives for the future by providing the right type and
number of personnel HRP is also called Manpower planning, Personnel
planning or Employment planning
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HRP ensures that the organization has:
Right Number
Right Kind
Right Place
Right Time
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Benefits of HRP
Create reservoir of talent
Prepares people for future
Expand or Contract
Cut Costs
Succession Planning
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Forecasting Techniques
Managerial Judgment
Ratio trend analysis
Work Study Techniques
Delphi Technique
Flow Models
Others
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Factors in Demand forecasting
Social factors Working conditions, Govt. regulations,environmental conditions, religious, cultural.
Technological Factors
Political Factors Trade restrictions, War etc.
Economic Factors
Demand generation
Growth
Employee Turnover
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Job Analysis
Job Analysis is not a one time activity as jobs arechanging constantly
The job and not the person an important considerationin job analysis is conducted of the job and not of theperson
It simply highlights what are the minimum activities thatare entailed in a job.
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Job Analysis
Skill Range Does the job cover a reasonable but not too
extensive range of different tasks?
Are there opportunities to use knowledge and skills
associated with effective performance of the job? Can the individual make full use of their skills and
develop their skill base?
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Job Purpose Is the purpose of the job clearly and unequivocally
Is its contribution to the organisations objectives
evident?
Is its contribution to its dept obvious? Is the post holder responsible for the successful
completion of the whole job?
Do the internal systems help the post holder do thejob?
Job Analysis
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Job Analysis
Relationships Are the formal relationships clearly specified and
related to the achievement of the objectives?
Is there opportunity to develop working relationshipswithin and across the departments boundaries?
Are colleagues available with whom the post holdercan discuss professional issues
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Job Analysis
Job Outcomes: Can the post holder see the result of their efforts?
Can the results of the post holders efforts berecognised?
Does the post holder have the opportunity toinfluence their own levels of performance?
Rewards
Are the rewards appropriate and obtainable?
Are the rewards linked directly with the performanceof the post holder?
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Steps in Job Analysis
1. Organizational Analysis Overview of various jobs inthe organization and the linkages between them andthe contribution of various jobs towards achievingorganizational efficiency and effectiveness.
2. Uses of Job Analysis Information3. Selection of jobs for analysis
4. Collection of Data
5. Preparation of Job description tasks, duties,responsibilities
6. Preparation of Job Specification personal attributesrequired in terms of education, training, aptitude andexperience to fulfill the job description
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Reasons For Conducting Job Analysis
Staffing would be haphazard if recruiter did not knowqualifications needed for job
Training and Development if specification lists a
particular knowledge, skill, or ability, and the personfilling the position does not possess all the necessaryqualifications, training and/or development is needed
Compensation and Benefits value of job must be
known before dollar value can be placed on it
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Reasons For Conducting Job Analysis (Continued)
Safety and Health helps identify safety and health considerations
Employee and Labor Relations lead to more objective humanresource decisions
Legal Considerations having done job analysis important forsupporting legality of employment practices
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Work Activities work activities and processes; activity records (in
film form, for example); procedures used; personal responsibility
Worker-oriented activities human behaviors, such as physical
actions and communicating on the job; elemental motions for
methods analysis; personal job demands, such as energyexpenditure
Machines, tools, equipment, and work aids used
Job-related tangibles and intangibles knowledge dealt with or
applied (as in accounting); materials processed; products made or
services performed
Summary of Types of Data Collected Through Job Analysis
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Work performance error analysis; work standards; work
measurements, such as time taken for a task
Job context work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts Personal requirements for the job personal attributes such as
personality and interests; education and training required; work
experience
Summary of Types of Data Collected Through Job Analysis
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Conducting Job Analysis
The people who participate in job analysis
should include, at a minimum:
The employee
The employees immediate supervisor
Other key stakeholders in the organization
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Methods of collecting information
Job Questionnaire:
Most cost effective method
Elicits information from workers & their
immediate supervisor
You can get intimate detailed knowledge of their
jobs
Questionnaire needs to be structured in advance Responses can be used to create a job description
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Questionnaire method
Disadvantages
Right population questions can be interpreted
differently
Not everyone is able to describe fully & exactly
Questionnaire not easy to make to cover all
aspects
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Interview
Disadvantages:
Time consuming
Quality and experienced analyst
Distrust of interviewers
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Observation
It is good for simple and repetitive jobs
Disadvantages:
Presence of analyst can cause stress Jobholder may purposely reduce the pace
of activity to justify overtime
Cannot be used where job requirespersonal judgment and intellectual ability
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Independent Observers
Diary One or more incumbents note duties and
frequency of tasks performed
Critical Incidents Incumbents brainstorm of critical
incidents that happen routinely and infrequently thismethod is excellent for training
Photo tape recording
Review of records Maintenance records, repair records
at seasonal variations
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Data collected
List of tasks
List of decisions made
Amount of supervision received
Supervision exercised Diversity of functions performed
Interaction with other staff
Physical conditions
Software used
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Tasks Responsibilities Duties
Job
Analysis
Job Descriptions
Job Specifications
Knowledge Skills Abilities
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Job Analysis: A Basic Human Resource Management Tool
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Job Description
Difficult to have a perfect and fully inclusive JD as one
moves up in the hierarchy of the organization, a detailed
JD becomes very difficult.
Most orgs would prefer not to describe the job fully,because employees would stick to it and not do anything
beyond
Supervisors job may become redundant
Rapid technological changes
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Job Description
A job description
Clarifies work functions and reporting relationships,helping employees understand their jobs.
Aids in maintaining a consistent salary structure.
Aids in Performance evaluations.
Is a set of well written duty statements containing actionwords which accurately describe what is being done.
http://www.hr-guide.com/data/G053.htmhttp://www.hr-guide.com/data/G053.htmhttp://www.hr-guide.com/data/G053.htmhttp://www.hr-guide.com/data/G053.htm -
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Duty statements
should focus on primary, current, normal, daily duties andresponsibilities of the position (not incidental duties, anemployees qualifications or performance, or temporaryassignments). Related or similar duties should be combined andwritten as one statement.
Should be a discreet, identifiable aspect of the workassignment, described in one to three sentences, and should be
outcome-based, allowing for alternate means of performing theduty, changes in technology, preferences of employees andsupervisors, and accommodations of workers with disabilities,without altering the nature of, and/or the duty itself.
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Writing a JD
Duties are to be listed in order of importance, not
necessarily frequency.
There is no need to group tasks/duties under sub headings,
however it is acceptable.
Commence each statement with a verb eg 'processes',
'maintains', 'records' etc, .
Avoid using the term 'responsible for' rather describe the
action e.g. 'obtains', 'coordinates' etc.
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Recruitment and Selection
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HR Processes An Employee Life Cycle
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Non Routine HR Functions
Culture Management
Change Management
Cross Cultural Issue Management
HR Audit
HR Accounting
Outsourcing of HR
VRS / Existing Employee Management / Succession
Planning
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HR Process Mapping
Business
PlanningHR Policy HR
Planning
Recruitment
Selection
Performance
Management
Compensation
Management
Talent
Management
Training
Development
HR SystemsData Mgmt
EmployeeRelations
OccupationalHealth and Safety
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Recruitment: Overall process of defining
jobs profiles and inviting applicants.
Selection: Specific process of narrowing
the focus and selecting the perfect fit
Definitions
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Manpower Planning
Business Needs
Financial Feasibility
Future Plans
Brand Name
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Manpower Planning
Why does the position exist?
Temporary Replacement
Permanent Replacement
Creation of new position
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Manpower Planning
Do we need to review the position?
Current and Ongoing need
Sufficient budget
Is the position description current
Appropriate current level Is a full time employee required?
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Manpower Planning
What about existing staff?
Do we have a succession plan for thereplacement?
Does the vacancy create career development
opportunities for existing people?
Recruitment and Selection process
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Recruitment and Selection process
Business Plan
Related HR Plan
Competencies People
Compensation and Benefits
Numbers
Current : Budgeted and Actual
Future : Short Term and Long Term
Three Conditions
Current = Future
Maintenance B = A
Vacancy Filling B > A
Current > Future Redundancy Planning
Current < Future
Recruitment Plan
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Common Hiring Mistakes
Relying on an interview to evaluate a candidate
Using successful people as model
Using too many criteria
Evaluatingpersonality not job skills Using yourself as an example
Not using statistically validated data
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RECRUITMENT
Recruitment
Activities designed to attract a qualified pool of job
applicants to an organization.
Steps in the recruitment process:
Advertisement of a job vacancy.
Preliminary contact with potential job candidates.
Initial screening to create a pool of qualified applicants.
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Process Key Parameters
Process must be
Equitable
Objective
Open to scrutiny
Transparent
Merit based
Confidential
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RECRUITMENT METHODS
Recruitment methods:
External recruitment candidates are sought from outside
the hiring organization.
Internal recruitment candidates are sought from within
the organization.
Traditional recruitment candidates receive information
only on most positive organizational features.
Realistic job previews candidates receive all pertinent
information.
Recruitment and Selection process
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Recruitment and Selection process
Recruitment Plan
Position Description/Specifications Person Specifications
Method of Recruitment
Internal
Reference/Promotions/Transfers
External Advertisement
Where to advertise
Writing an advertisement
Consultants
Retainer Multiple
Internet
Receiving Applications and Screening/Filing
Recruitment and Selection process
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Recruitment and Selection process
Screening /Short-listing
Coding
Computer aided screening
Selection Tools
Written Tests
Group Discussions
Interviews
Assessment Centres
Reference Checks
Offer Joining
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Steps in recruitment process
Process is interlinked and interdependent with otheractivities
Employee planning and work analysis
Deciding on the number of vacancies and selecting asource
Advertising vacancies
Screening the applicants
Filling vacancies
S r f r r it t
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Sources of recruitment
Internal and External sources
Internal source
Selecting suitable candidate from among thecurrent employees in an organization
Employee referrals, promotions from within, succession
planning.
Advantages:
Builds employee morale
Involves less cost than booking for outside
Facilitates people to be places in the middle and top level
positions
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Walk in/write inAdvertising
Private placement agencies
Governmentemployment exchanges
Campus recruitment
Head hunters
Military
Professional associations
External source of recruitment
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Recruitment thru internet
Advantage is wide publicity and a chance for a largenumber of applicants to choose
Best method to be assessed depends upon:- Cost per hire
- Number of resumes
- Time-lapse between recruitment and placement ratio
- Applicant performance and turnover
Electronic recruiting
R i f l
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Planning ahead
Clarity in job requirements
Identify a good source of recruitment
Screening and interviewing
Providing challenging work
Focus on compensation and working conditions
Retention of employees
Initiate recruitmentrequest
Recruitment
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Review & approval
by level 5 and
above managers
Approvalreceived
Yes
No
References Advertise/Agencies
Screening
Profiles
EligibleProfiles
found
Yes
No
Is written
test
required
No
Yes
Conduct
Written
test
Arrange & conduct
Interviews
Qualified/Short listed
NOYes
Intimate to the
candidate about not
short listed/selected
Qualified/Short listed
Yes
No
Final selection
Selected
Yes
Send offerletter
Yes
No
Intimation to theOriginal
requester
A
A
A
A
Recruitment
Flow Chart
SELECTION
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SELECTION
Selection
Choosing from a pool of applicants the person orpersons who offer the greatest performancepotential.
Selection Steps Completion of a formal application form.
Interviewing.
Testing.
Reference checks. Physical examination.
Final analysis and decision to hire or reject.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 1application forms
Declares individual to be a job candidate.
Documents applicants personal history andqualifications.
Personal rsums may be included.
Applicants lacking appropriate credentials arerejected at this step.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 2interviews
Exchange of information between job candidate
and key members of the organization. Opportunity for job candidate and organizational
members to learn more about each other.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 3 employment tests
Used to further screen applicants by gathering
additional job-relevant information.
Common types of employment tests: Intelligence
Aptitude
Personality
Interests
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Criteria for selection devices:
Reliability
The selection device is consistent in measurement.
Validity
There is a demonstrable relationship between a persons
score or rating on a selection device and his/hereventual job performance.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Behaviorally-oriented employment tests:
Assessment center
Evaluates a persons performance in simulated work
situations.
Work sampling
Evaluates a persons performance on actual job tasks.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 4 reference and background checks Inquiries to previous employers, academic
advisors, coworkers and/or acquaintancesregarding applicants:
Qualifications.
Experience.
Past work records.
Can better inform potential employer.
Can enhance candidates credibility.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 5 physical examinations
Ensure applicants physical capability to fulfill job
requirements. Basis for enrolling applicant in life, health, and
disability insurance programs.
Drug testing is done at this step.
STEPS IN THE SELECTION PROCESS
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STEPS IN THE SELECTION PROCESS
Step 6 final decision to hire or reject
Best selection decisions will involve extensive
consultation among multiple parties.
Selection decision should focus on all aspects of
the candidates capacity to perform the designated
job.
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SOCIALIZATION & ORIENTATION
Socialization
Process of influencing the expectations, behavior,
and attitudes of a new employee in a way
considered desirable by the organization.Orientation
Set of activities designed to familiarize new
employees with their jobs, coworkers, and keyaspects of the organization.
Ind ction
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Induction
Induction is the process that introduces an
employee to the organization
It is usually the responsibility of the HR
department to conduct induction process
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Immediate supervisor might introduce the following
steps:
Welcomes the newcomer
Explains the overall objectives of the company and his
role
Shows the location or place of work
Hands over the rule book or job descriptions
Provides details about training and promotional
advancements
Discusses working conditions
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Topics that are usually covered are:
Organizational issues:
History of that company
Layout and physical facilities
Products/services offered
Overview of the company procedures
Disciplinary procedures
Probationary period
Employee benefits
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Pay scales
Vacations, holidays
Schedules
Counseling
Other benefits
Training opportunities
Employee benefits
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The Insider-Outsider Passage
Socialization, or onboarding is a process ofadaptation to a new work role
adjustments must be made whenever individualschange jobs
the most profound adjustment occurs when an
individual first enters an organization, i.e., outsideto inside
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The Insider-Outsider Passage
The Assumptions of Employee Socialization
socialization stronglyinfluences
employee performanceand organizational stability
socialization does not occurin a vacuum
new members
suffer anxiety
individuals adjust to newsituations in similar ways
1
43
2
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The Insider-Outsider Passage
The Socialization Process
Prearrival Individuals arrive with a set of values, attitudes,
and expectations developed from previous experience and the
selection process.
Encounter Individuals discover how well their expectations
match realities within the organization. Where differences exist,
socialization occurs to imbue the employee with the
organizations standards.
Metamorphosis Individuals have adapted to theorganization, feel accepted, and know what is expected of them.
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The Insider-Outsider PassageThe Socialization Process
Productivity
Commitment
Turnover
Outcomes
MetamorphosisEncounterPrearrival
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Employee HandbookHRs permanent reference guide:
the employee handbook.
a central source for teaching employees company missionhistory, policies, benefits, culture
employers must watch wording and include a disclaimerto avoid implied contracts
The Purpose of New-Employee
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The Purpose of New Employee
Orientation
Top management is often visible during the newemployee orientation process.CEOs can
1. welcome employees2. provide a vision for the company
3. introduce company culture4. convey that the company cares about employees5. allay some new employee anxieties
HR has a dual role in orientation.
Coordinating Role: HRM instructs new employees when and where toreport; provides information about benefits choices.Participant Role: HRM offers its assistance for future employee needs
(career guidance, training, etc.).