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1. Unit No: 2 HUMAN RESOURCE PLANNING & RECRUITMENT 21VBCOC402 Organization Behaviour and HRM

2. Week 3 Human Resource Planning and Recruitment Quadrant 1 eContent 2. Watch the eLearning content on “L2: Human Resource Planning and Recruitment” 3. Read the eLM on “Unit 2: Human Resource Planning and Recruitment” Quadrant 2 eTutorial 1. Revise “L1: Introduction to Human Resource Management Concepts” recording of the live Session 5. Attend the live session #2 on “Human Resource Planning and Recruitment” Quadrant 3 eAssessment 4. Take the formative assessment for “L2: Human Resource Planning and Recruitment” 6. Repeat the formative assessment for “L2: Human Resource Planning and Recruitment” for self-assessment 7. Attempt to read information on for Practice #2 on “Human Resource Planning and Recruitment” Quadrant 4 Discussions 8. Participate in collaborative learning by discussing the corporate practices of Human Resource Planning and Recruitment #2 in the corporate

3. Learning Objectives In this Unit you will learn to: Importance of Human Resource Planning Different stages of Human Resource Planning Process Job Analysis & Job Specification

4. What is human resource planning? Human resource planning (HRP) is the continuous process of systematic planning to achieve optimum use of an organization's most valuable asset—quality employees. Human resources planning ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses. Human resource planning is a technique company uses to balance its flow of employees and prevent situations such as team member shortages or surpluses. HRP ensures that the business has the right people with the appropriate skills and ability to build a strong workforce.

5. Importance of HRP Assessing Future Personnel Needs: Whether it is surplus labour or labour shortage, it gives a picture of defective planning or absence of planning in an organization. A number of organizations, especially public sector units (PSUs) in India are facing the problem of surplus labour. It is the result of surplus labour that the companies later on offer schemes like Voluntary Retirement Scheme (VRS) to eliminate surplus staff. Thus, it is better to plan well about employees in advance. Through HRP, one can ensure the employment of proper number and type of personnel.

6. Importance of HRP Foundation for Other HRM Functions: HRP is the first step in all HRM functions. So, HRP provides the essential information needed for the other HRM functions like recruitment, selection, training and development, promotion, etc. Coping with Change: Changes in the business environment like competition, technology, government guidelines, global market, etc. bring changes in the nature of the job. This means changes in the demand of personnel, content of job, qualification and experience needed. HRP helps the organization in adjusting to new changes.

7. Importance of HRP Investment Perspective: As a result of change in the mindset of management, investment in human resources is viewed as a better concept in the long run success of the enterprise. Human assets can increase in value as opposed to physical assets. Thus, HRP is considered important for the proper planning of future employees. Expansion and Diversification Plans: During the expansion and diversification drives, more employees at various levels are needed. Through proper HRP, an organization comes to know about the exact requirement of personnel in future plans.

8. Importance of HRP Employee Turnover: Every organization suffers from the small turnover of labour, sometime or the other. This is high among young graduates in the private sector. This necessitates again doing manpower planning for further recruiting and hiring. Conformity with Government Guidelines: In order to protect the weaker sections of the society, the Indian Government has prescribed some norms for organizations to follow. For example, reservations for SC/ST, BC, physically handicapped, ex-servicemen, etc. in the jobs. While planning for fresh candidates, HR manager takes into consideration all the Government guidelines.

9. Importance of HRP International Expansion Strategies: International expansion strategies of an organization depend upon HRP. Under International Human Resource Manage­ment (IHRM), HRP becomes more challenging. An organization may want to fill the foreign subsidiary’s key positions from its home country employees or from host-country or from a third country. All this demands very effective HRP. Having Highly Talented Manpower Inventory: Due to changing business environment, jobs have become more challenging and there is an increasing need for dynamic and ambitious employees to fill the positions. Efficient HRP is needed for attracting and retaining well qualified, highly skilled and talented employees.

10. Different stages of HR Planning Process Human Resources planning is a continuous process that should carry out by the Human resources department of an organization to ensure systematic planning to accomplish maximum benefits from the available human resources. The process of Human resources planning ensures the creation of the best fit of the employees to the job roles as well as to the organizational culture. This helps the organization to operate without any manpower surpluses or shortages in the organization.

11. Different stages of HR Planning Process

12. Different stages of HR Planning Process Analyse Objectives The human resources planning process starts with the identification of the objectives of the different departments in the organization. each department such as management, marketing, production, finance, sales, etc. can have different objectives and they have specific expectations related to human resources. The objectives can include recruiting new employees for the process, reducing the number of employees by  automating processes  or improving the knowledge and skill levels of existing employees. By analysing the objectives of each department of the organization, the human resources planning team can identify the changes that will be necessary for the future of the organization.

13. Different stages of HR Planning Process Inventory current human resources Once the necessary changes are identified, the Human resources planning team should create an  inventory  of the current human resources available in the organization. This should include the current number of employees available in the organization, their capacities, capabilities, and performance abilities. This helps the human resources team to identify the methods of filling the upcoming job requirements and to create estimates for internal and external recruitments that will be necessary.

14. Different stages of HR Planning Process Forecast the demand and the supply of employees Based on the objectives of the different departments of the organization and the inventory of the available resources, the Human resources planning team can forecast the demand of the employees. Apart from that, based on the availability in the organization and the employee market, the supply of the employees should be forecasted.

15. Different stages of HR Planning Process Estimate Gaps Conducting a comparison between the demand and the supply of the employee availability can help the human resources team to identify the gaps that can arise in the foreseeable future. The gaps can arise as employment deficits as well as employment surpluses.  Employment deficits indicate the number of employees that need to be recruited and the employment surpluses indicates the job terminations or transfers between departments. Apart from that, the gaps can be used as an indication of the training and development requirements for the employees.

16. Different stages of HR Planning Process Formulate Plan Once the employment gaps are estimated, the Human resources planning team should formulate a plan for the recruitment, training, development, termination, interdepartmental transfers, promotion, or early retirement of employees based on the requirements of the organization. The employment plan can vary based on the deficit or the surplus estimated in forecasting the demand and supply stage.

17. Different stages of HR Planning Process Implement Plan Once the human resources plan is formulated, the human resources department should implement the plan in the organization. This should be aligned with the  goals and objectives  of the organization as well as the goals and objectives of each department of the organization.

18. Different stages of HR Planning Process Monitor, Control, and feedback Once the human resources plan is implemented, the plan should be monitored continuously to ensure the alignment of the plan to the objectives of the departments. The necessary controls should be put in place and the feedback at each level should be obtained to measure any defects in the implemented human resources plan.  The necessary changes should be implemented according to the feedback obtained in the ongoing process in order to make the human resources plan a success

19. IMPORTANCE OF PERSON-JOB FIT Person-job-fit (P-J fit) is a structure , which measures the compatibility between an individual’s characteristics (psychological & biological needs, goals, values, personality and abilities) and those of the specific job they are going to do. Within P-J fit are several subcomponents: Person-role-fit (P-R fit), Person-group/Person-team fit (P-G/P-T fit), Person-organization/company fit (P-O fit), and Person-person fit (P-P fit). Each playing a vital role in how an employee will be able to work at the company.

20. IMPORTANCE OF PERSON-JOB FIT Predicts employee ability to manage job demands/challenges.  People who are a good “fit” are more likely to manage the demands and challenges of the job and are less likely to voluntarily and involuntarily leave the organization. Think about jobs that typically have relatively high turnover rates. A major factor has to do with the nature of the work. Call centers , for example, are known to have double digit turnover rates. Most of these roles require employees to resolve less than positive customer experiences. They also can be highly structured, repetitive, fast paced, and require adherence to many different policies, procedures, and performance metrics. Employees with low tolerance for these challenges are likely to quit or fail.

21. IMPORTANCE OF PERSON-JOB FIT Increases employee commitment and engagement.  Employees who are a good “fit” for the job will have a greater willingness and commitment to do what is necessary and will likely exert discretionary effort (engagement) to execute their roles. Employee engagement is a critical measure of effectiveness as it is closely linked to many organizational outcomes. Engaged employees are more productive, engage in fewer counter-productive behaviors , make fewer mistakes, are involved in fewer workplace accidents, and typically stay longer.

22. IMPORTANCE OF PERSON-JOB FIT Lowers attrition due to undesirable behaviours  When candidates are the right “fit” they are not only more likely to stay longer, but less likely to turnover due to performance issues and other undesirable behaviours. Employment Technologies’ research with clients experiencing high attrition rates demonstrates that job candidates with relatively lower scores (poor job-fit/higher risk for turnover) on their assessments, are more likely to: not show up on their first day (or call to say they were not showing up) be terminated for poor job performance and attendance have issues on their employee background checks

23. IMPORTANCE OF PERSON-JOB FIT Reduces costs associated with turnover.   Ask any HR leader and they will tell you turnover is very expensive! Especially in a low unemployment economy, talent is hard to find and hard to replace. A potential call center client explained that they need to assess and interview 10 candidates for every open position (they have 20 – 30 open positions in their busiest season) partly so they can select the best candidates, but also to ensure they have a potential pool of backup candidates to replace people who turnover within the first four weeks.

24. JOB ANALYSIS Job analysis is a procedure through which you determine the duties and responsibilities, nature of the jobs and finally to decide qualifications, skills and knowledge to be required for an employee to perform particular job. Job analysis helps to understand what tasks are important and how they are carried on.

25. Job Analysis Process

26. JOB ANALYSIS PROCESS Identification of Job Analysis Purpose:  Well any process is futile until its purpose is not identified and defined. Therefore, the first step in the process is to determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it. Who Will Conduct Job Analysis:  The second most important step in the process of job analysis is to decide who will conduct it. Some companies prefer getting it done by their own HR department while some hire job analysis consultants. Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. They don’t have any personal likes and dislikes when it comes to analyze a job.

27. JOB ANALYSIS PROCESS How to Conduct the Process:  Deciding the way in which job analysis process needs to be conducted is surely the next step. A planned approach about how to carry the whole process is required in order to investigate a specific job. Strategic Decision Making:  Now is the time to make strategic decision. It’s about deciding the extent of employee involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data. Training of Job Analyst:  Next is to train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data.

28. JOB ANALYSIS PROCESS Preparation of Job Analysis Process:  Communicating it within the organization is the next step. HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback forms. Data Collection:  Next is to collect job-related data including educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour.

29. JOB ANALYSIS PROCESS Documentation, Verification and Review:  Proper documentation is done to verify the authenticity of collected data and then review it. This is the final information that is used to describe a specific job. Developing Job Description and Job Specification:  Now is the time to segregate the collected data in to useful information. Job Description describes the roles, activities, duties and responsibilities of the job while job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.

30. JOB ANALYSIS PROCESS Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including  job description  and  job specification .

31. JOB ANALYSIS PROCESS

32. Job Description Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipment's to be used by a prospective worker and hazards involved in it.

33. Job Description Job description is an informative documentation of the scope, duties, tasks, responsibilities and working conditions related to the job listing in the organization through the process of job analysis. Job description also details the skills and qualifications that an individual applying for the job needs to possess. It basically gives all the details which might be good for both the company and the applicant so that both parties are on the same page regarding the job posting. Basically, job analysis is bifurcated into two components namely job description and job specification. The job description is used in the recruitment process to inform the applicants of the job profile and requirements, and used at the performance management process to evaluate the employee’s performance against the description.

34. JOB DESCRIPTION COMPONENTS

35. Job Description Example

36. Steps to Write a Job Description Job Title Role Summary Duties Qualifications Role Expectations Reporting Verification

37. Purpose of Job Description The main purpose of job description is to  collect job-related data  in order to advertise for a particular job. It helps in attracting, targeting, recruiting and selecting the right candidate for the right job. It is done to determine what needs to be delivered in a particular job. It clarifies what employees are supposed to do if selected for that particular job opening. It gives recruiting staff a clear view what kind of candidate is required by a particular department or division to perform a specific task or job. It also clarifies  who will report to whom .

38. Job Specification Also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

39. Job Specification A  job specification  outlines specific traits a person needs to  do the job . Typically, that includes the qualifications, skills and personal traits you need to be successful. Usually, the job specification follows the job description, which describes the job itself and how that job fits within the company.

40. Job Specification Purpose of Job Specification Described on the basis of job description,  job specification helps candidates analyse whether are eligible to apply for a particular job vacancy or not . It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening. Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more. It helps in selecting the most appropriate candidate for a particular job.

41. Components of Job Specification Education Requirements Jobs require varying levels of education, depending on the position. An entry-level office clerk position may only require a high school diploma, whereas  human resources director requirements  might list a bachelor's or master's degree as the minimum education requirement. Some positions require a  specific major and degree type  to qualify. For example, teachers need education degrees in the area in which they want to teach, and lawyers need a law degree and to pass the state bar exam to practice. Examples: Must have a bachelor's degree in accounting or finance. Requires a Ph.D. in health science, biology or related field.

42. Components of Job Specification Licenses, Certifications and Credentials Some careers require you to have a specific license, certification or other credentials to perform the work. These credentials are often issued at the  state level   with the requirements varying based on state government requirements. Teachers in public schools typically need state teaching licenses, for example, which may require a bachelor's degree, exam and background check. Look at the job specification to determine if you need to have valid credentials before you apply or if you can earn your credentials after being hired. Examples: Candidates must possess a valid Texas elementary-school teaching license. Candidates must have a a current, active Texas RN license.

43. Components of Job Specification Related Work Experience Sometimes, employers want a specific number of  years of experience  in the field or work experience in related responsibilities. For example, a  marketing manager job description  might specific a minimum number of years in the marketing field and experience with digital marketing. Typically, entry-level positions don't have work experience requirements, but management or advanced careers often want you to have a certain amount of experience. Examples Must have a minimum of five years of marketing work experience, including email and content marketing. Must have at least two years of technical writing or related experience.

44. Components of Job Specification Required Skills The required skills section goes a little deeper than the required experience, outlining specific skills or knowledge in the field that you need. Often, these skills relate directly to the  duties of the job . You can expect a greater number of required skills and knowledge for a higher position within a company. Entry-level jobs often allow that a candidate will pick up many of those skills on the job, whereas management positions require that you possess the skills before you apply. Examples: Has proven experience managing social media accounts. Is proficient in MS Office programs. Has demonstrated written and verbal communication skills. Has proven case management skills.

45. Components of Job Specification Personality Traits Although required skills are things you can learn or gain through hands-on experience, personality traits are traits that you naturally possess. These are the traits that make the job easier to handle or that make you more successful at completing job duties. Examples:  Has the ability to remain calm under pressure. Is able to problem solve without supervision or guidance. Has a high level of professionalism. Is able to maintain confidentiality and to use discretion in all interactions .

46. Job Specification Example Education Sample job specification for a marketing manager in a telecom company Must be an engineer and MBA in marketing for a reputed MBA institute Work experience Must have prior work experience in marketing & sales (preferably telecom or FMCG) Skills & Knowledge 1. Must be a good communicator and must be able to lead a team. 2. Prior experience in handling ATL-BTL activities and managing promotional events. 3. Must be able to handle social media like Facebook, Twitter and help build online brand 4. Experience in managing PR and media 5. Strong analytical skills and problem solving skills 6. Must understand business, come up with innovative products and launch them Personality Traits & Characteristics 1. Must be presentable and a good orator 2. Should be calm in complex situations and show leadership skills in managing multiple teams 3. Should be emotionally strong and should give timely deliverables

47. Advantages of Job Specification Job specification highlights all the specific details required to perform the job at its best It gives the HR managers a threshold and a framework on the basis on which they can identify the best prospects Helps in screening of resumes and saves time when there are multiple applications by choosing those who are closest to the job specification HR managers can used job specification as a benchmark to evaluate employees and give them required trainings It also helps companies during performance appraisal and promotions

48. Job Enrichment Job Enrichment is a job design technique that varies the concept of job enlargement . Job enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee in organization. Job enrichment is a method of job design that involves adding extra dimensions to a job to make it more interesting and motivating. The term was popularised by Frederick Hertzberg, a researcher working in the 1950s and 60s — but the same principles apply today.

49. How Does Job Enrichment Work? The purpose of job enrichment is to expand the tasks that each employee performs, allow them to perform tasks in different ways, and ultimately give them more control over their work. This makes work more stimulating and helps to motivate employees to do their best work. A key principle of job enrichment is to give employees more responsibility and increase the variety and complexity of the tasks they complete. Companies that want to introduce an enrichment programme usually begin by carrying out a job diagnostic survey (JDS), which is a formula that scores jobs based on factors like meaningfulness, autonomy and feedback. Then, employers might introduce various strategies to add variety and interest to each job, to help motivate employees and increase their satisfaction at work.

50. Characteristics of Job Enrichment Many job enrichment programmes are based on the  Hackman & Oldham model (1974) , which outlines five core job dimensions that affect job satisfaction: Autonomy : how much control an employee has over their work Skill variety : how many different skills employees use in their daily work Task identity : the ability to perform a task from start to finish Task significance : how directly the task impacts the organisation as a whole Feedback : communication around the results of an employee’s work and recognition for doing a job well

51. Job enrichment strategies based around these key elements might include: Combining tasks into meaningful units:  Reorganising work to let employees take responsibility for entire projects instead of just one task can be a useful way to increase job satisfaction. Letting employees work in teams : Allowing employees to work together helps them to develop new skills and understand how their role fits into the organisation’s activities as a whole. Delivering and encouraging feedback : Actively telling your employees when they’re doing well can be a great motivator. Equally, listening to (and implementing) employee feedback shows employees that their ideas and voices are valued. Eliminating micromanagement : In many organisations, processes are needlessly complicated by unnecessary approval steps, which can stand in the way of efficient workflows.

52. Job Enrichment Advantages Here are some of the advantages of implementing an enrichment programme: Increased motivation : Creating a collaborative work environment where employees work together and get to see the results of their work can help to increase employee motivation. Delivering feedback and recognition when employees do great work can also encourage them to take on new responsibilities and learn new skills. Improved employee experience:  Job enrichment allows employees to continuously learn and build on their skills — a key factor in the  employee experience.

53. Job Enrichment Advantages Lower turnover:  Employees who are happy, engaged and motivated at work are much more likely to stay with your company for longer — which means job enrichment should be a big part of your retention strategy. Uncovering potential:  Giving employees the chance to experience work outside of their traditional job description could reveal hidden talents, and allows employees to grow within their role.

54. Job Enrichment Examples Imagine a customer service department that receives a lot of calls from customers seeking after-sales care. When a customer requests a refund, the customer service representative has to send a request through to their line manager who reviews the case and decides whether it should be granted. This creates a bottleneck in the process, delays things for the customer, and makes the representative feel like they’re only there to answer calls. In this case, a useful form of job enrichment might be to give customer service reps the autonomy to decide when a refund should be granted. This both makes the process more efficient and gives the employees more responsibility — which could lead to better job satisfaction.

55. Week 4 Human Resource Planning and Recruitment Quadrant 1 eContent 2. Watch the eLearning content on “L2: Human Resource Planning and Recruitment” 3. Read the eLM on “Unit 2: Human Resource Planning and Recruitment” Quadrant 2 ETutorial 1. Revise “L2: Human Resource Planning and Recruitment” recording of the live Session of previous week 5. Attend the live session #2 on “Human Resource Planning and Recruitment” Quadrant 3 eAssessment 4. Take the formative assessment for “L2: Human Resource Planning and Recruitment” 6. Repeat the formative assessment for “L2: Human Resource Planning and Recruitment” for self-assessment 7. Attempt to read information on for Practice #2 on “Human Resource Planning and Recruitment” Quadrant 4 Discussions 8. Participate in collaborative learning by discussing the corporate practices of Human Resource Planning and Recruitment #2 in the corporate