unit 2 the concept of best fit employee

Unit 2: THE CONCEPT OF BEST FIT

EMPLOYEE

Prepared & Presented by ,

N. Ganesha Pandian,

Assistant professor,

Madurai School of management

References: John M Ivancewich, Human resource

Management, Tata Mc Graw Hill

Aca

dem

ic Y

ear

2016

-201

7 E

ven

Sem

este

r Year I Semester II

MSM-MBA 2016-2017 Even semester

CONTENTS

• Importance of Human Resource Planning

• Forecasting human resource requirement

• Matching

• Supply and demand

• Internal and External sources

• Recruitment

• Selection

• Induction

• Socialization benefitsMSM-MBA 2016-2017 Even semester

Case Study - Job Analysis Assistant store manager

at Today's fashion


References: John M Ivancewich, Human resource management, Tata Mc Graw Hill

(P.No:182)

Concept of Human resource planning

• The basic goal of human resource planning is to predict the future

and based on these predictions, implement programmes to avoid

anticipated problems

• what types of skills will be needed for jobs of the future compared to

future human resource capabilities and developing human resource

policies and practices to address potential problems for example,

implementing training programmes to avoid skill deficiencies


Human resource planning – Definition

• Human resource 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 planning provides mechanisms to eliminate any gaps

that may exists between demand and supply


Objectives of Human resource planning

• To ensure optimum utilization of human resources currently

available in the organization.

• To assess or forecast the future skill requirement of the

Organization.

• To link manpower planning with the organizational planning

• To determine recruitment levels.

• To anticipate redundancies.

• To determine optimum training level

• To cost the manpower.


HRP Process


HRP is a Four-Phased Process

• Situational analysis and Environmental scanning

• Forecasting demand for Employees

• Analysis of the supply of human resources

• Development of plan for action


Situational analysis and Environmental scanning

• Economic factors, including general and regional conditions.

Technological changes

• Demographic changes including age, composition and literacy,

• Political and legislative issues, including laws and administrative

rulings Social concerns, including child care, educational facilities

and priorities


Forecasting Demand for employees

• The Expert estimate

1. Delphi technique

2. Nominal group technique

• Trend projection

• Modeling and multiple- predictive techniques

• Unit demand forecasting


Analyzing the current supply of Employees

• The skills inventory

• Contents of skills inventory

• Maintaining the skills inventory


Actions decisions in Human resource planning

• Action decision with a shortage of employees

• Action decision in surplus conditions


Importance of HRP

• Future Personnel Needs

• Part of Strategic Planning

• Creating Highly Talented Personnel

• International Strategies

• Foundation for Personnel Functions

• Increasing Investments in Human Resources

• Resistance to Change

• Uniting the Viewpoint of Line and Staff Managers

• Succession Planning


Barriers to HRP

• HR practitioners are perceived as experts in handling personnel

matters, but are not experts in managing business

• HR information often is incompatible with other information used in

strategy formulation

• Conflict may exist between short term and long term HR needs

• There is conflict between quantitative and qualitative approaches to

HRP

• Non-involvement of operating managers renders HRP ineffective


Recruitment to Human Resource Acquisition

Process


Human Resource

Planning

Job Analysis

Recruitment

Selection

Placement

Vocabulary of job analysis

• Job analysis – a purposeful, systematic process for collecting

information on the important work related aspects of a job.

• Job description – The principal product of a job analysis. It

represents a written summary of the job as identifiable organizational

unit.

• Job specification – A written explanation of the knowledge, kills,

abilities, traits and other characteristics (KSAOs) necessary for

effective performance on a given job


• Tasks – Coordinated and aggregated series of work elements used

to produce an output

• Position – Consists of the responsibilities and duties performed by n

individual. There are as many positions in an organization as there

are employees

• Job – Group of positions that are similar in their duties, such as

computer programmer or compensation specialist

• Job family – group of two or more jobs that have similar duties


Steps in job analysis

• Step 1 : Examine the total organization and the fit of each job

• Step 2 : Determine how job analysis information will be used

• Step 3 : Select the jobs to be analyzed

• Step 4 : Collect data by using acceptable job analysis techniques

• Step 5 : Prepare job description

• Step 6 : Prepare job specification

• Step 7 : Use information


Use of job analysis

1. Recruitment and selection

2. Training and career development

3. Compensation

4. Strategic planning


Methods of data collection in Data analysis

• Usually the information about the job is collected and then the job is

studied in terms of tasks completed by the job incumbent

• Questionnaire called Job analysis information format is used for

data collection

1. Observation

2. Interviews

3. Questionnaires

4. Job incumbent diary or Log


Specific quantitative techniques

• Functional job analysis (FJA)

• Position analysis questionnaire (PAQ)

• Management position description questionnaire

(MPDQ)

• Common metric questionnaire (CMQ)


Job Descriptions and Specifications

• The job description is a written description of what the

job entails , which may contain the following

information:

1. Job title

2. Summary

3. Equipment

4. Environment

5. Activities


Job enlargement and Job enrichment

• Job enlargement attempts to increase satisfaction by giving

employees a greater variety of things to do. The expansion

of work, however is horizontal, not given with much

responsibility

• Job enrichment – a motivational approach, tries to design

jobs in ways that help incumbents satisfy their needs for

growth, recognition and responsibility


Recruitment - Definition

• Recruitment refers to organizational activities that influence the

number and types of applicants who apply for job and whether the

applicants the accept the jobs that are offered.

• Thus recruitment is directly related to both human resource planning

and selection

• Recruiting jobs depends on a number of factors: External influences

such as Government and union restrictions and the labor market plus

employer’s requirement and candidate’s preferences


External influences

• Government and union restrictions

• Labour market conditions

• Composition of labor force and location of organization


Interactions of the recruit and the Organization

• The organizations view of recruiting

1. Recruitment requirements

2. Organizational policies and practices

3. Organizational image

• The potential employee's view of recruiting

1. Preferences of recruits for organizations and

jobs

2. Job search MSM-MBA 2016-2017 Even semester

Methods of recruitment

• Internal recruiting

1. Job posting

2. Inside moonlighting and employees’ friends


External recruiting

• Media Advertising

• E-recruiting

• Employment agencies and executive search firms

• Special event recruiting

• Summer internships

• College recruiting


Based on personnel to be recruitedManagerial/technical personnel Operative personnelAdvertisement

Public employment exchanges

Internet Labour unions

Walk-ins Employee referralsCampus recruitments Gate hiring

Job fairs Labour contractors

Consultancy firms

Personnel contacts

Poaching and raidingBased on the movement of the organization

Direct methods Third party method

Advertisement Consultancy firms

Internet recruitingPublic employment exchanges

Campus recruitment Labour unionsJob fairs Employee referrals

Personnel contacts Labour contractors

Gate hiringMSM-MBA 2016-2017 Even semester

Realistic job previews

• A realistic job preview provides the prospective employee with

pertinent information about the job without distortion or

exaggeration

• In traditional job previews, the job is presented as attractive,

interesting and stimulating

• But traditional method suffers a setback that it may leads to

dissatisfaction about the job


Alternatives to recruitment

• Overtime

• Outsourcing

• Temporary employment


Selection

• Selection is the process by which organization chooses from a list of

applicants the person or persons who best meet the selection criteria

for the position available, considering current environmental

conditions

• All selection programs attempt to identify the applicants who have the

highest chance of meeting or exceeding the organization’s standard

of performance


Selection criteria

• The goal of any selection system is to accurately determine

which applicants possess the knowledge, skills, ability and other

characteristics (KSAOs)

Categories

1. Formal education

2. Experience and past performance

3. Physical characteristics

4. Personal characteristics and personality type


Selection process


Selection process

• Step1 : Preliminary screening

Application blanks

Biographical information blank (BIB)

Weighted application blank


Step 2: Employment interview

• Structured Vs unstructured interviews

• Situational interview (SI)

• Behavioral description interview

• Training for interviewing


Step 3 : Employment Tests

• A technique that some organizations use to aid their selection

decisions is the employment test.

1. Job sample performance test

2. Cognitive ability tests

• Wechsler Adult intelligence scale

• Wonderlic personnel test

• California Test of mental maturity (adult level)

• Other cognitive tests (MPFB – Minnesota Paper form Board test)

and Minnesota clerical test)MSM-MBA 2016-2017 Even semester

Contd…

3. Psychomotor ability simulations

• O'Connor finger and tweeze dexterity test

4. Personality inventories and temperament tests

• Minnesota counseling inventory

• Rorschach inkblot test

• Thematic appreciation test

5. Polygraph and honesty tests


Spatial Relations test


O'Connor finger and tweeze dexterity test


Rorschach inkblot test


Thematic appreciation test


Step 4: Reference check and recommendations

• This method may have a built in bias in favor of applicant

• General information may be verified but still not adequate enough to

ascertain a candidate


Step 5: Physical Examinations

• Drug testing

• Abuse of substance

• Alcoholism

• Fit to the job

Selection of manager

• Organizations expend more time, effort, and money hiring middle- to

upper- level executives

• A best known selection methods used for theses purpose is the

Assessment centers

- Individuals and group activities are observed and evaluated

- Multiple methods of assessment – Interviewing, objective testing,

projective testing, games, role playing and other methods

- Well designed assessment centers are expensive way to hire

managers


Orientation/ Induction

• Orientation introduces new employees to the organization and to his

or her new tasks, managers, and work groups.

• Reduce newness anxiety

• Orientation orients, directs and guides employees to understand the

work, firm, colleagues and mission

• The orientation process is similar to what sociologists call

“Socialization”


Goals of orientation

• To reduce anxiety

• To reduce turnover

• To save time

• To develop realistic expectations

Who orients new employees? - Operating

managers, HR manager or superiors/

supervisors or peers


Process of Orientation

• Orientation should begin with the most relevant and immediate kinds

of information

• A humanistic approach : telling the game of rules in workplace

• New hires given with a “Sponsored” or kind of “Buddy” system to help

them

• New employees should be gradually introduced to people

• They should be given sufficient time to feet them in work


Purposes of Socialization

• The Employment Situation

• Company Policies and Rules

• Compensation and Benefits

• Corporate Culture

• Team Membership

• Employee Development

• Dealing With Change


Socialization benefits

• Helps in understanding organization culture

• Contributes to employee‘s long term success

• Helps in adjustment

• Helps in employee engagement

• Provides job satisfaction


unit 2 the concept of best fit employee

Education