1. Meeting Human Resource Requirements
Unit 2

2. Concept of HRP (Employment Planning)
HRP is the starting point of HRM
Essential part of the acquisition function of HRM
HRP translates the organization's objectives & plans into the number of workers needed to meet the objectives
The purpose of HRP is to access
where the organization is,
where it is going, &
what implications these assessments have on future supplies of & demands for human resources

3. Concept of HRP
It is how organizations assess the future supply of & demand for human resources
The number of HR in demand & supply is derived from environmental & operational analysis
Determines the numbers & types of employees to be recruited or phased out of an organization
Required readjustments as labor market conditions change

4. Definition of HRP Human resource planning is a process by which
an organization ensures that it has the right number & kinds of people
at the right place at the right time
capable of effectively & efficiently completing those tasks
that will help the organization achieve its overall strategic objectives.
Decenzo, Robbins

5. Relationship of HRP to Strategic Planning
Employment planning must be linked to the organization’s overall strategy
HRP must be responsive to the changes both within & outside the organization
To ensure that appropriate personnel are available to meet the requirements set during the strategic planning process, HRM engage in employment planning

6. Dynamic HRP Approach Business Planning Process HRP Process Budgeting
(Annual Perspective)
Budgets
Unit/individual performances
Program scheduling & assignment
Monitoring & control of results
Business Planning Process
Strategic Planning
(Long Range)
-Corporate philosophy
-Environmental scan
-Strengths & constraints
-Objectives & goals
Operational Planning (Middle Range)
Planned programs
Resource required
Organizational strategies
Plan for entry into new businesses
Action Plans
Staffing authorizations
Recruitment
Promotions & transfers
Organizational changes
Training & development
Compensation & benefits
Labor relations
HRP Process
Issues Analysis
Business needs
External factors
Internal Supply analysis
Management implications
Forecasting Requirements
Staffing levels
Organization & job design
Available projected resources

7. Linking Organizational Strategy to Human Resource Planning

8. Characteristics of HRP
Goal-directed
Future-oriented
Quantitative and qualitative
Systems-oriented (matches demand and supply forecasts to determine future HR shortages or surpluses)
Time horizon (short or long term)
Integral part of corporate planning
Part of acquisition function

9. Importance of HR planning
Link business strategy and company operation
Focuses on achievement of the objectives of the organization
HR plans are linked to overall corporate plans
Facilitates better coordination
To minimize future risks and uncertainties
Forecasts the needs of technical and other manpower for the future
Reduces the chances of high HR costs
Matches demand & supply forecasts to determine future shortages & surpluses of HR

10. Planning the investment in the development and utilization of human resources
Any investment in the HR activities is considered an investment for the future growth and development of the organization
Ensures the organization acquires & retains the quality & quantity of HRs it requires
Existing HRs. are properly placed and deployed to ensure their effective and efficient utilization
Resources can be used efficiently
Is proactive
In attempting to solve any sort of future human resource problems

11. Explicit link between the HRP & other organizational functions
Such as strategic planning, economic and market forecasting etc.
Therefore, it improves the overall planning process
Promotes the awareness that HR activities are equally imp. at every level of the organization
Environmental Adaptation
Assesses current HR competencies through HR Inventory
Assesses job requirements through Job Analysis
Existing HRs can be adapted to changing technological, political, legal, economic social and cultural forces through HR planning
Facilitates change management

12. Acquisition of Human Resource
Determines future HR needs
Facilitates recruitment and selection of employees to fill job vacancies
Facilitates succession planning, career planning and development of employees
Makes outsourcing decisions for HRs
Control of Human Resource
Sets standards for controlling the quantity & quality of employees
Controls the HR costs as well
Improved Labour Relation
Awareness about the importance of HR at all levels of organization
Ensures commitment of all levels of managers to HR goals
Also assists in collective bargaining with labor unions

13. Human Resource Information System (HRIS)
A computerized system that assists in the processing of HRM information
Designed to quickly fulfil the personnel informational needs of the organization with almost no additional expenditure of resources
Database system that keeps important information about employees in a central & accessible location – even information on the global workforce
Its highly technical features permit an organization to track most information about an employee & about jobs & retrieve that information when it is needed
HRIS is useful for storing employment, training & compensation on each employee
Such information can help an organization gain a competitive advantage

14. HRIS contains
Personal Data: Personal Information, Department, Location
Skills Data: Education, training, skills, experience
Position Data: Occupational History, Turnover Rate, Sickness Absenteeism
Compensation Data: Remuneration History, Salary, Bonus, Pay Plans
Job Data: Job description, job specification

15. Use of HRIS in HRP The key to successful HRP is information
HRIS is an integrated approach of acquiring, storing analyzing & controlling the flow of information throughout an organization
Contains programs for tracking applicants

16. Role of HRIS in HRP
Human Resource Inventory Role
(Includes information about the workers & the skills they currently possess)
Human Resource Forecast Role
(Helps in forecasting future HR demand & supply)
Human Resource Development Role
(Identifying persons for training, development, promotion etc.)
Job Analysis Role
(Systematic investigation of a job’s content)

17. HR Inventory
HR inventory would be derived from forms completed by employees & then checked by supervisors & the personnel department
Includes information about the workers & the skills they currently possess
Such reports would include
a list of names,
education & training,
prior employment,
current position,
performance rating,
salary level,
languages spoken,
capabilities,
specialized skills for every employee in the organization

18. Importance of HRI Report
Valuable in determining what skills are currently available in the organization
Serves as a guide for supporting new organizational pursuits/altering organization’s strategic direction
Crucial information for identifying current or future threats to the organization’s ability to successfully meet its goals
Value in HRM activities such as selecting individuals for training, development, promotion, transfers

19. Succession Planning
In addition to the computerized HRIS system, some organizations also generate a separate management inventory report
Typically called as the Replacement Chart:
Covers individuals in the middle management & top executive positions
In an effort to facilitate succession planning –
ensuring that another individual is ready to move into a position of higher responsibility –
the replacement chart highlights those positions that may become vacant in the near future
due to retirement, promotions, transfers, resignations, or death etc

20. Helps to spot any skill shortages Has 3 Steps
Against this list of positions is placed the individual manager’s skills inventory
to determine if there is sufficient managerial talent to cover potential future vacancies
‘Readiness chart' gives management an indication of time frames for succession
Helps to spot any skill shortages
Has 3 Steps
Identifying and analyzing key jobs
Creating and assessing candidates
Selecting those who will fill the key positions

21. An Overview of Job Analysis
A systematic process of obtaining information about jobs
Defines the job's duties, responsibilities & accountabilities of a job
Defines the conditions under which a job is performed
Defines knowledge, skills, abilities that individuals need to perform the jobs adequately
Involves the identification & description of what is happening on the job… accurately and precisely

22. Definition of Job Analysis
Job analysis is the procedure for determining the duties & skills requirement of a job and the kind of person who should be hired for it.
Dessler
A purposeful, systematic process for collecting information on the important work-related aspects of a job.
U.S. Employment Service

23. Nature of Job Analysis Work activities Human behaviours
Collection of information about the job’s actual work activities
E.g. cleaning, selling, teaching, painting
Includes how, why, when the worker performs each activity
Human behaviours
Collection of information about human behaviours
E.g. sensing, communicating, deciding etc.

24. Machines, tools, equipment & work aids
Information regarding tools used, materials processed, knowledge dealt with
E.g. Finance, law
Information regarding services rendered
E.g. Counselling, repairing
Performance standards
In terms of quality & quantity of jobs
Management use these standards to appraise employees

25. Job context
Information about physical working conditions, work schedule
Social context – interaction
Information regarding incentives
Human requirements
Information regarding job’s human requirement
Job-related knowledge or skills (education, training)
Personal attributes (aptitudes, interests, personality)

26. Steps in Job Analysis Step I Decide how you’ll use the information
Some used for selecting employees/some for comparing jobs for compensation purposes
Step II
Review background information
Organization charts (distribution of work)
Process chart (shows the flow of inputs to & outputs from a particular job)
Step III
Select representatives to avoid analysis of similar jobs
Step IV
Actually analyze the job
By collecting data on job activities, working conditions etc.
Step V
Verify the job analysis information with the worker & his/her immediate supervisor
Step VI
Develop a job description (a list of what the job entails) & job specification (what kind of people to hire for the job)

28. Uses of Job Analysis Information
Recruitment and Selection
Information on what job needs
What human characteristics are required to perform the activities
Helps managers to decide what kind of people to recruit & hire
Compensation
For estimating the value of each job & its appropriate compensation
Determine relative worth of each job
Proper compensation demands accurate assessments of what various jobs entail
Performance Appraisal
Compares each employee’s actual performance with his/her performance standards
Determines the job’s specific activities & performance standards
Training & Career Development
Training the job requirements
Discovering Unassigned Duties
Helps reveal unassigned duties
(Equal Employment Opportunity) EEO Compliance
Helps to show that the selection criteria & job performance are actually related
Strategic Planning
Important tool in an organization’s overall strategic planning efforts

29. Job Analysis Methods Data is gathered by watching employees work
1. Observation Method
Data is gathered by watching employees work
2. Individual Interview Method
Extensive meeting with an employee to determine what his/her job needs
3. Group Interview Method
Meeting with a number of employees to collectively determine what their jobs need
4. Structured Questionnaire Method
A specifically designed questionnaire on which employees rate tasks they perform in their jobs from a long list of possible task items
5. Technical Conference Method
A job analysis technique that involves extensive input from the employee’s supervisor. Specific characteristics ob a job are obtained from the ‘experts’
6. Diary method/Log
A job analysis method requiring job incumbents to record their daily activities

30. Job Analysis Techniques/Tools Job vs. Person Oriented Analyses
analysis of the skills and abilities required
intelligent
self-motivated
able to work alone
able to integrate diverse information
good long-term memory
time-management skills
Job-Oriented
analysis of tasks necessary to complete the job
more concrete
e.g. college student
attend lectures
take notes
read text
write papers
do homework

31. Job Analysis Techniques/Tools
I. Job Focused
Functional Job Analysis (FJA)
ii. Management Position Description Questionnaire
II. Person Focused
Position Analysis Questionnaire (PAQ)
Physical Abilities Analysis (PAA)

32. Job Analysis Techniques/Tools I. Job Focused
i. Functional Job Analysis (FJA)
Developed by the U.S. Department of Labor (DOL) in the late 1940s
Helps find out what is involved in a particular job & elaborates the content of a job
Describes what one does by having someone observe & interview the employee
Categorizes jobs (Coding over 30 thousand jobs)
Information is categorized into 3 general functions that exist in all jobs – data, people & things
E.g. An office receptionist
Data People Things
Copy the data Speak to people Handle things
What data are copied, whom the job-holder speaks, & which things are handled
Identifies performance standards & training requirements

33. FJA: A Real World Example
Work Functions
Data People Things
Synthesizing Mentoring Setting up
1. Coordinating Negotiating Precision work
2. Analyzing Instructing Operating
Compiling Supervision Driving
Computing Diverting Manipulating
Copying Persuading Tending (nurturing)
Comparing Speaking Feeding
7. Serving Handling
8. Helping
*U.S. Department of Labor, Dictionary of Occupational Titles, 4th ed. Revised (Washington, D.C.: Government Printing Office, 1991), p.xix.

34. FJA conti…
Each job is given a code
E.g. A recruiter might be assigned the code 2, 6, 7 if the job entails analyzing data (2), speaking to people (6), and handling different things (7)
See previous table

35. FJA Technique

36. Job Analysis Techniques/Tools I. Job Focused (conti…)
ii. Management Position Description Questionnaire (MPDQ)
Designed to analyze managerial positions
A checklist containing 208 job factors related to responsibilities of managers is used
After collection of information, individual job description & specialization will be prepared
Intended to use across most industrial settings

37. Job Analysis Techniques/Tools II. People Focused (conti…)
i. Position Analysis Questionnaire (PAQ)
Developed at Purdue University
Structured job analysis questionnaire
Involves 194 elements that are grouped within 6 major divisions & 27 sections
Generates job requirement information that is applicable to all types of jobs
Collects quantifiable data concerning the duties & responsibilities of various jobs
Quantitatively compares jobs to one another & assign pay levels for each job
Applicable more to higher-level, professional jobs (required considerable experience)
Too lengthy

38. PAQ Technique

39. PAQ Example of “Sources of Job Information”
Rate the extent to which each is used by the worker as a source of information in performing the job:
Extent of Use: N - Does not apply
1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).
2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges, thermometers)
4.___ Features of nature (landscapes, geological samples, cloud formations)
Calipers: a device used to measure the distance between two opposing sides of an object. A caliper can be as simple as a compass with inward or outward-facing points. The tips of the caliper are adjusted to fit across the points to be measured, the caliper is then removed and the distance read by measuring between the tips with a measuring tool, such as a ruler.
Tire pressure gauges: is a pressure gauge used to measure the pressure of tires on a vehicle

40. Job Analysis Techniques/Tools II. People Focused (conti…)
ii. Physical Abilities Analysis (PAA)
Analyses physical abilities required by job-holders to perform the jobs
E.g. strength to lift

41. Purpose of Job Analysis
Job Descriptions
(next topic)
Job Specifications
Job Evaluations
Provides valuable information for making job comparisons
Contributes by specifying the relative value of each job in the organization
Relies on data generated from job analysis

42. Outcomes of Job Analysis 2. Job Specification
Evolves from job description
Answers the question, “What human traits & experiences are required to do this job well?”
States the minimum acceptable qualifications that the employee must possess to perform the job successfully
A list of a job’s “human requirements” i.e. the requisite education, skills, personality etc.
For trained person is relatively straightforward; e.g. previous service, experience, training etc.
For untrained person is complex; e.g. physical trait, interest, motor skills etc.

43. Importance of Job Specification
An important tool in the selection process
Shows what kind of person to recruit & for what qualities that person should be tested

44. An Example of Job Specification
Nepal Futuristic Bank
Position: Training Officer
Level: Service: Administration
Location: Central Office, Human Resource Department
Responsible to: Director, Human Resource Department
Responsible for: Training Personnel Assigned
Job Specification
Education: MBA with specialization in Human Resource Management
Training: Short-term training in training methodologies, training of trainers
Experience: 3 years
Physical Health: Emotional stability, good health
Skills: Excellent oral & written communication skills; computer literate; getting along with people
Abilities: Traveling in various parts of the country

45. An Example of Job Specification
Job Title: Office Clerk
Qualifications: Intermediate/12 class, experience in office systems & procedures
Personal: Speed & efficiency in handling volume of details
Ability to instruct others in clerical jobs
Ability to supervise work of others
Duties
Handle mail & dictate correspondence
Check mail & file important records & correspondence
Summarize & tabulate cost information & records
Receive, take care of & account for petty cash & office funds
Supervise work of general clerks in routine jobs
Promotional opportunities: Advancement to accounting clerk after years
Salary range: Rs – 9500 a month
Source: Dev Raj Adhikari

46. Outcomes of Job Analysis 1. Job Description
Written statement of what the job holder does, how it is done, why it is done
A list of a job’s duties, responsibilities, reporting relationships, working conditions, supervisory responsibilities
No standard format but includes:
Job title (title of the job, wage, benefits)
Summary (brief statement describing the purpose of the job & outputs expected)
Equipment (tools, equipment, information required)
Environment (working conditions, location)
Activities (job duties, responsibilities, social interactions)

47. Importance of Job Description
Describes the job to the potential candidates
Guides newly hired employees in what they are specifically expected to do
Provide a point of comparison in the actual activities & the stated duties of the employee

48. E.g. Format of a Job Description (contents)
1. Job identification
(Several types of information like title, date, etc.)
2. Job summary
(General nature of the job)
3. Responsibilities and duties
(List of the job’s major responsibilities & duties)
4. Authority of incumbent
5. Standards of performance
(Standards of performance; lists standards the employee is expected to achieve under each job description’s main duties)
6. Working conditions
7. Job specifications

49. An example of Job Description
Job Title: Computer Operator
Date: July 1, Office: Lazimpat, Kathmandu
Written by: M. K. Pokhrel Department: MIS
Approved by: R. S. Shrestha Grade/Level: 7
Name of Immediate Supervisor: D. B. Rana
Summary
Operates digital computer & peripheral equipment under general supervision. Performs other assignments as required:
Follows specific technical & scheduling directives
Operates digital computer & associated peripheral equipment
Reviews & analyses data inputs
Maintains logs & records
Source: Dev Raj Adhikari

50. An Example of Job Description

51. Sample Job Description, Pearson Education
Source: Courtesy of HR Department, Pearson Education.

52. Attracting a high performing workforce - recruitment and selection, - internal and external recruitment, - testing and selecting employees - selection tests and tools

53. Concept of Recruitment
Important part of the acquisition component of HRM
Related to both HRP and selection
Represents the first contact between organizations & prospective employees
Process of finding right people for right positions at the right time
Process by which a job vacancy is identified and potential employees are notified
The nature of the recruitment process is regulated and subject to employment law
Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.

54. Definition
Recruitment is the process of discovering potential candidates for actual or anticipated organizational vacancies.
Robbins/Decenzo
The process of locating, identifying, and attracting capable applicants

55. Core versus Contingency personnel
Core personnel
Employees hired in the “traditional” manner
Considered permanent employees
Included in the organization’s payroll
Contingency personnel
Employed by a supplier agency, and are “loaned” to the organization
Not included in the organization’s payroll
Workers’ salaries and benefits are paid by the supplier

56. Recruiting Goal
To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

57. Recruitment Process
Integration of Corporate Planning and HR Planning
Job Analysis and Job Design
Legal Consideration
Locating Sources and Methods
Developing a Pool of Qualified Candidates

58. Developing Recruitment Policies
Country Specific Rules and Regulations
Pattern of Ownership and Influence (public/private)
Corporate Policies
Managerial Role
Union Representation
Communication and Consultation with Employees

59. Three Stages of Recruitment and Selection
1. Defining requirements
Preparing job descriptions and specifications
deciding terms & conditions of employment
2. Attracting candidates
Reviewing & evaluating alternative sources of applicants,
inside & outside the company,
advertising, using agencies & consultants
3. Selecting candidates
Selecting applications, interviewing, testing, assessing candidates, assessment centres, offering employment, obtaining references
preparing contracts of employment

60. Factors Affecting Recruitment Practices
External Environmental Influences
Government requirements, laws
The union
Economic conditions/domestic and international
Labor market conditions
Competitiveness
Location of the organization
Internal Environmental Influences
Strategy
Goals
Job Design (skill requirements)
Organizational culture
Nature of the task
Work group
Leader’s style and experience
Time/cost constraints

61. A promotion-from-within concept Sources
Recruitment Sources
I. The Internal Search
A promotion-from-within concept
Sources
Promotions
Transfers
Job Rotations
Rehires & recall

62. Method of Internal Candidates
Job Posting
(Publicizing an open job to employees and listing it's attributes like qualifications, pay rate etc.)
Personnel Records
Skills banks
(List of current employees with specific skills)
Hiring Employees - the Second Time Around
(Rehiring former employees who'd left voluntarily for better jobs)
Succession Planning
Data Banks/Skill Inventories /Replacement Charts
Supervisor Recommendations

63. Advantages of Internal Recruitment
Knows a candidate's strengths and weaknesses
Good public relations
Boosts morale when employees see promotions as rewards for loyalty
Encourages ambitious workers
Lesser error as performance already a witness
Lesser costing
Not much orientation required
Good training device for developing middle & top level managers
More commitment to the company
Lesser orientation and training

64. Disadvantages of Internal Recruitment
Can be dysfunctional if internal workers are inferior compared to outside
Tiring & not much change to workers
Could fail to bring in "new blood“
Infighting among rival candidates, decrease in morale
Vacancy information itself could be hidden if information flow is traditional
Limited choices, opportunities
Promotes favouritism
Discontent unsuccessful applicants
"One of the gang" insider attitude

65. Methods of External Recruitment
Referrals ("You've got friends, we want to meet them")
Walk-ins/ Unsolicited applicants (Supply of stockpiled applicants)
Advertising: (Radio, TV, newspapers and journals, internet both want ads and blind adverts)
Employment Agencies
Executive Recruiters/professional organizations
Schools, colleges and universities
Internet
Labor Unions
Immigrants
Job Fairs

66. Advantages of External Recruitment
Large pool of qualified HR
Organizational revamp (new ideas, skills etc.)
Balanced HR mix
Fairness in recruitment

67. Disadvantages of External Recruitment
High cost
Poor employee morale
Adaptability problems
Wrong selection

68. Alternative to Recruitment
Overtime
Employee leasing (outsourcing)
(individuals hired by one firm and sent to work in another for a specific time)
Temporary employment
(meets short-term HRM fluctuation needs)
Independent contractors
(consultants to do specific work at a location on or off the company's premises)

69. Overtime
Organizations avoid the cost of recruiting and having additional employees
Employees earn additional income
Potential problems include fatigue, higher accident rates, and increased absenteeism
Continuous overtime often results in higher labor costs and reduced productivity

70. Outsourcing
Sometimes called “staff sourcing”
Involves paying a fee to a leasing company or professional employer organization (PEO) that handles payroll, benefits, and routine HRM functions
Especially attractive to small and midsize firms that can’t afford a full-service HR department
Can save 15 to 30 percent of benefit costs
Exercise care when choosing a leasing company; many are financially unstable

71. Temporary Employment
One of the most noticeable effects of the downsizing epidemic and labor shortages of the past two decades
“Just-in-time” employees staff all types of jobs (professional, technical, and executive positions)
Major advantages of using temporary workers:
Relatively low labor costs
Easily accessible source of experience labor
Flexibility
The cost advantage stems from the fact that temporary workers do not receive:
Fringe benefits
Training
A compensation and career plan
Temporary workers do not know the culture or work flow of the firm

72. Selection - Concept
Process of gathering information about job applicants in order
to determine who should be hired &
who should be rejected
Applicants shortlisted – most suitable candidates selected
Selection process – varies according to organisation
Should be impartial & undertaken in an objective way
there should not be any mistake in selecting the right person to fit the right job

73. Definition
Process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long-term interests of the individual and the organization
Schmitt & Schneider
Selection activities predict which job applicant will be successful if hired.
Decenzo and Robbins

74. Selection Process Step 1
Preliminary screening: application blank & interview
Step 2
Employment interview
Step 3
Employment tests
Step 4
Background & reference checks
Step 5
Selection decision
Step 6
Physical Examination

75. Sharing job description information frequently
The Selection Process Step 1 Preliminary screening: application blank & interview
Initial Screening
Screening interview:
Describe the job in detail so the candidates can consider if they are really serious about applying
Sharing job description information frequently
encourages the unqualified or marginally qualified to voluntarily withdraw

76. The Selection Process (conti…) Step 1 Preliminary screening: application blank & interview
Completing the Application Form
Company-specific employment form used to generate specific information the company wants
May require only the applicant’s name, address, telephone number etc.
Reduces the number of applicants that need to be interviewed
Weighted Application Forms:
Uses relevant applicant information to determine the likelihood of job success
Individual form items such as years of schooling, months on the last job, salary data for previous jobs, etc.
Helps recruiters to differentiate between potentially successful and unsuccessful job performers

77. The Selection Process (conti…) Step 2 Employment interview
Employment Interviews
A selection device used to obtain in-depth information about a candidate
Designed to probe areas not easily addressed by the application form
Applicant may be interviewed by HRM interviewers, senior managers, potential supervisors etc.
Impression Management:
Influencing performance evaluations by portraying an image desired by the appraiser
Behavior Interview:
Observing job candidates not only for what they say but for how they behave
Realistic Job Preview (RJP):
A selection device that allows job candidates to learn negative as well as positive information about the job and organization…
e.g. brochures, films, plant tours, work sampling, etc.

78. The Selection Process (conti…) Step 3 Employment Tests
Since the mid-1980s, employment tests have been used
Hundreds of test can serve as selections
E.g. intelligence test, spatial ability, perception skills, motor ability, personality traits etc.

79. The Selection Process (conti…) Step 4 Background & Reference Checks
Background Investigation/Reference Checks
The process of verifying information job candidates provide
Obtaining needed information may be difficult, especially when there may be a question about invading privacy
Internal investigation:
Task of questioning former employers, personal references etc.
External investigation:
Involves using a reference-checking firm
Qualified privilege:
The ability for organizations to speak candidly to one another about employees

80. The Selection Process (conti…) Step 5 Selection Decision
Individuals who perform successfully in the preceding steps are now considered eligible to receive the employment offer
Who makes the final employment depends on several factors
A tentative job offer that becomes permanent after certain conditions are met

81. The Selection Process (conti…) Step 6 Physical Examination
Medical/Physical Examination
An examination to determine an applicant’s physical fitness for essential job performance

82. The Selection Process (conti…)
Now it’s up to the Candidate
Individuals appear to move toward matching their work with their personality
An individual’s perception of the company’s attractiveness

83. Selection Tests 1. Ability Tests
Determine ability for maximum job performance
Generally objective type with a correct answer
a. Aptitude Test or Potential Ability Tests
Also called as cognitive ability test
Determines a candidates’ potential learning capacity
Can detect peculiarity or defects in a person's sensory or intellectual capacity
It focuses attention on particular types of talents such as learning, reasoning, mechanical or musical aptitude
E.g. GMAT, Mechanical Aptitude Test, etc.
Measures the potential of individuals to perform given the responsibility
These tests are or diff. types: mental, mechanical, psychomotor

84. b. Achievement Tests or Proficiency Tests
Measure past achievement & performance
Used to predict what an individual can perform based on his current knowledge or past experience
Measures the skill/ knowledge which is acquired as a result of a training program & on the job experience
E.g. Job Knowledge Test, Work Sample Test, BBA finals
c. Intelligence Tests
Measure general ability for intellectual performance
IQ is measured by calculating MA and CA

85. 2. Personality Tests
Measures personal characteristics of candidates
E.g. emotional maturity, conformity, extro/introversion etc.
Provides clues to an individual's value system, EI, motivation other personal characteristics
These tests help to find prospect of job success or failure of the candidate in the future
Predicts inter-personal capacity & success for supervisory or managerial jobs
Types: Projective tests, objectives tests, situation test

86. 3. Situational Tests
They abstract real life situation about the job
Evaluating a candidate in a situation that is similar to some aspects of the job to be done in the future, if the candidate is selected
4. Psychomotor Tests
There are many jobs which needs psychomotor abilities to perform
This refers to the ability of an employee to work in given facilities using his or her physical movements properly
Measures a person's ability to do a specific job
Determines motor, mental ability involving muscular movement, control & coordination
Used for repetitive jobs (e.g. assembly line)
E.g. a bank teller needs skill to run computer smoothly
E.g. finger dexterity, speed of arm movement etc.

87. 5. Vocational Tests
Measures a candidate’s preferences in different types of jobs
6. Honesty Tests
They ensure accuracy of information provided by the candidate
E.g. Polygraph test (lie detector)
7. Test Batteries
Are used to measure a candidate’s cognitive abilities
Verbal, numerical, spatial, intelligence, form perceptions, clerical perceptions, finger dexterity etc.
This test helps to fit candidate with a wide array of jobs. E.g. Gendel Aptitude Test Battery (GATB)

88. Classification & Differential Placement
The process of placing the right man on the right job
To be placed on a position where there is full use of his strengths
Match between the requirements of the job & qualities of the employees

89. Classification means to group positions according to the duties and responsibilities and to assign a class title
A class
is one or more positions sufficiently similar in respect to duties and responsibilities
that the same title may be used to designate each position in the group,
the same salary may be equitably applied,
the same qualifications required, and
the same criteria used to select qualified employees

90. Classification of Jobs
Independent Jobs: The activities of one worker has little concern on the activities of other workers. Placement is easy
Sequential Jobs: Placement is moderately difficult. E.g. Assembly line
Pooled jobs: High interdependence among diff. job holders. Placement is most difficult

91. Classification of Employees
As most jobs are dependent & independent jobs are becoming rarer,
Use of assessment-classification model
Contains details about employee's skills, interests, performance, biographical details
Employees are placed in specific subgroups matching the "characteristics of the individuals with those of the subgroups"
Jobs are also categorized into sub-groups – each having identical features
Match between the subgroup profiles & job-family profiles
Individuals are placed in specific jobs within the job family