HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

MODULE NO – 02 2. Determining Human Resource needs:

Human resource plan must incorporate the human resource needs of the enterprise. The
HUMAN RESOURCE PLANNING
thinking will have to be done in advance so that the persons are available at a time when they
are required. For this purpose, an enterprise will have to undertake recruiting, selecting and
HUMAN RESOURCE PLANNING: training process also.

Human resource planning helps organizations identify current and future workforce 3. Keeping Manpower Inventory:
needs as they relate to the overall strategic priorities for the company. It is the steps and
processes that organizations take to properly plan their HR requirements and programs to It includes the inventory of present manpower in the organization. The executive should
ensure they are in alignment with the company’s strategic plan. know the persons who will be available to him for undertaking higher responsibilities in the
near future.
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 4. Adjusting Demand and Supply:
resources planning ensures the best fit between employees and jobs while avoiding
Manpower needs have to be planned well in advance as suitable persons are available in
manpower shortages or surpluses.
future. If sufficient persons will not be available in future then efforts should be .made to start
recruitment process well in advance. The demand and supply of personnel should be planned
Human resource planning allows companies to plan ahead so they can maintain a steady
in advance.
supply of skilled employees. The process is used to help companies evaluate their needs and
to plan ahead to meet those needs. 5. Creating Proper Work Environment:

Human resource planning needs to be flexible enough to meet short-term staffing challenges Besides estimating and employing personnel, human resource planning also ensures that
while adapting to changing conditions in the business environment over the longer term. working conditions are created. Employees should like to work in the organization and they
HRP starts by assessing and auditing the current capacity of human resources. should get proper job satisfaction.

DEFINITION OBJECTIVES OF HUMAN RESOURCE PLANNING:

According to E.W. Vetter, human resource planning is “the process by which a Human resource planning (HRP) is a vital process that helps organizations align their
management determines how an organisation should make from its workforce with their strategic goals and objectives. The main objectives of human resource
current manpower position to its desired manpower position. planning are as follows:

According to Dale S. Beach Human Resource Planning is 'a process of determining 1. Anticipating Workforce Needs: HRP aims to forecast the organization's future
and assuring that the organization will have an adequate number of qualified persons staffing requirements based on its growth, expansion, and changing business needs.
available at the proper time, performing jobs which meet the needs of the enterprise and By doing so, it ensures that the right number of employees with the necessary skills
which provide satisfaction for the individuals involved. and competencies are available when needed.
2. Talent Acquisition and Recruitment Planning: HRP helps in identifying the gaps in
FEATURES OF HUMAN RESOURCE PLANNING the current workforce and guides HR professionals in planning for recruitment and
talent acquisition. This includes determining whether the organization should hire
1. Well Defined Objectives: new employees, contract temporary staff, or develop existing employees to fill skill
gaps.
Human resource needs are planned on the basis of company’s goals. Besides, human resource
3. Retention and Succession Planning: HRP involves identifying critical positions and
planning has its own objectives like developing human resources, updating technical
high-potential employees within the organization. This helps in succession planning
expertise, career planning of individual executives and people, ensuring better commitment
to ensure a smooth transition when key employees retire or leave. It also aids in
of people and so on.
employee retention by recognizing and addressing potential talent shortages.

SHRUTHI K, ATNCC-SHIMOGGA 1 SHRUTHI K, ATNCC-SHIMOGGA 2

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

4. Optimizing Human Resources: HRP seeks to ensure that the workforce is utilized Properly planned HR can lead to a more engaged and productive workforce.
effectively. It helps in analysing the current skills and competencies of employees, When employees have the right skills and resources, they are more likely to
reallocating them to areas where they are most needed, and avoiding overstaffing or perform at their best.
understaffing in different departments. 4. Succession Planning:
5. Cost Control: By aligning workforce planning with the organization's strategic goals, HR planning plays a crucial role in identifying and nurturing talent within an
HRP can help in controlling labour costs. It assists in managing labour budgets and organization. It helps identify potential successors for key positions and ensures a
ensuring that human resources are allocated efficiently. smooth transition in leadership roles.
6. Adapting to Technological Changes: With the rapid advancement of technology, 5. Employee Development:
organizations need to adapt their workforce to new tools and systems. HRP assists in By identifying skill gaps and training needs, HR planning enables organizations to
identifying the training and development needs of employees to keep them up-to-date provide relevant training and development opportunities to employees, improving
with technological changes. their skills and job satisfaction.
7. Workforce Productivity: It helps in enhancing employee productivity by aligning 6. Adaptation to Change:
job roles, responsibilities, and skills with the organization's objectives. This leads to a HR planning allows organizations to adapt to changing business environments and
more motivated and productive workforce. market conditions. It helps businesses scale up or down as needed, facilitating a
8. Monitoring and Evaluation: Continuously monitoring and evaluating the quicker response to market shifts.
effectiveness of human resource planning is an important objective. This allows 7. Legal Compliance:
organizations to make adjustments as needed to ensure that the workforce remains Proper HR planning ensures that organizations adhere to labor laws and
aligned with the changing business environment. regulations. This reduces the risk of legal issues related to employment practices
and compliance with labor standards.
In summary, human resource planning is a dynamic process that helps organizations prepare 8. Diversity and Inclusion:
for the future, ensure that they have the right people in the right roles, and adapt to changing HR planning can help organizations promote diversity and inclusion by
circumstances while meeting their strategic objectives. proactively seeking out and supporting a diverse workforce, which can lead to
innovation and improved decision-making.
9. Employee Satisfaction and Retention:
IMPORTANCE AND BENEFITS OF HRP: When employees perceive that their organization is invested in their development
and well-being, they are more likely to be satisfied and committed, which can
Human resource (HR) planning, also known as workforce planning or manpower planning, is improve retention rates.
a critical function within an organization. It involves the systematic identification and 10. Strategic Alignment:
analysis of an organization's current and future human resource needs and the development of HR planning aligns the workforce with an organization's strategic goals. It ensures
strategies to meet those needs. Here are the importance and benefits of HR planning: that human resources are used effectively to support the achievement of business
objectives.
1. Talent Acquisition and Recruitment: 11. Risk Management:
HR planning helps organizations identify the skills and competencies they need for By forecasting future workforce needs and potential gaps, HR planning helps
current and future roles. This allows them to proactively recruit and hire the right organizations mitigate risks associated with workforce shortages or surpluses.
talent, reducing recruitment lead times and ensuring a steady supply of qualified 12. Competitive Advantage:
candidates. Organizations that effectively plan their human resources gain a competitive
2. Cost Control: advantage by having the right people with the right skills in place at the right time.
Effective HR planning can help control labor costs by ensuring that an
organization doesn't over-staff or under-staff. By aligning workforce supply and In summary, HR planning is crucial for optimizing an organization's human capital,
demand, organizations can optimize their labor expenses. ensuring that it can adapt to change, and aligning its workforce with strategic objectives. It
3. Workforce Productivity: results in a more productive, satisfied, and engaged workforce while helping control costs
and mitigate risks.

SHRUTHI K, ATNCC-SHIMOGGA 3 SHRUTHI K, ATNCC-SHIMOGGA 4

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

QUALITATIVE AND QUANTITATIVE DIMENSIONS OF HRP: 4. Diversity and Inclusion: Qualitative HRP looks at the diversity of the workforce and
measures the organization's commitment to promoting diversity and inclusion. This
Human Resource Planning (HRP) can be analyzed and measured through both includes evaluating diversity in hiring, promotions, and inclusion in decision-making
quantitative and qualitative dimensions to ensure effective workforce management. These processes.
dimensions provide a comprehensive view of an organization's human resource needs and 5. Work-Life Balance: Assessing work-life balance and job flexibility is important for
strategies. Here's an overview of both quantitative and qualitative dimensions of HRP: understanding employee well-being and retention. Qualitative data can reveal how
well the organization supports work-life balance.
Quantitative Dimensions of HRP: 6. Employee Feedback: Gathering qualitative feedback from employees through
surveys, interviews, and focus groups provides insights into their concerns, needs, and
1. Workforce Numbers: This dimension focuses on determining the precise number of suggestions for improving HR practices.
employees required in various job roles and departments. It includes metrics like 7. Organizational Culture: Understanding the culture of the organization and how it
headcount, staffing levels, and employee-to-manager ratios. impacts the workforce is a qualitative dimension that can influence talent attraction
2. Labor Costs: Quantitative HRP assesses labor costs, including salaries, benefits, and and retention.
other compensation-related expenses. It aims to optimize costs while ensuring that the 8. Compliance and Ethics: Qualitative dimensions include evaluating the
workforce meets the organization's needs. organization's adherence to ethical standards and compliance with labor laws and
3. Turnover Rates: Calculating turnover rates quantitatively helps in understanding the regulations, ensuring a responsible and ethical work environment.
attrition or retention of employees. High turnover may indicate workforce issues that
need addressing. Both quantitative and qualitative dimensions are essential for comprehensive HRP. While
4. Employee Productivity: Measurement of employee productivity involves quantitative data provides measurable insights into workforce metrics, qualitative data offers
quantitative metrics such as output per employee, sales per employee, or project a deeper understanding of employee perceptions and qualitative factors that impact the
completion rates. These metrics help assess how effectively the workforce is workforce. An effective HRP process combines these dimensions to make informed decisions
contributing to the organization's goals. and develop strategies for managing the workforce effectively.
5. Training and Development Investments: Quantitative analysis can track the
financial resources allocated to training and development programs, which are JOB ANALYSIS:
essential for building employee skills and competencies.
6. Recruitment Metrics: These include metrics like time-to-fill, cost-per-hire, and  Systematic process of collecting the information on nature of a job, qualities, and
source-of-hire, which quantify the efficiency of the recruitment process and help in qualifications required to a job, physical and mental.
optimizing recruitment strategies.
7. Labor Supply and Demand: Quantitative HRP involves analyzing labor market data  According to Edwin B. Flippo, “Job analysis is the process of studying and
to understand the supply of talent, unemployment rates, and other external factors that collecting information relating to the operations and responsibilities of a specific job.”
impact workforce planning.
 Objectives – a. Work Simplification
Qualitative Dimensions of HRP:
b. Establishment of Standards of performance
1. Skill Gaps: Qualitative assessment of skill gaps involves identifying the specific
c. Support to other personnel activities
skills and competencies that are lacking in the current workforce. This information is
vital for developing targeted training and development programs.
PROCESS OF JOB ANALYSIS:
2. Employee Morale and Engagement: Qualitative data can gauge employee morale
Job analysis is the systematic process of gathering, documenting, and analysing
and engagement through surveys and feedback, providing insights into job
information about a job in order to understand its duties, responsibilities, requirements, and
satisfaction and motivation.
the skills and qualifications necessary for successful performance. It is a crucial step in
3. Succession Planning: Qualitative dimensions assess the availability of potential
various HR and organizational activities, such as recruitment, selection, training, performance
successors for key roles within the organization. It involves identifying high-potential
appraisal, and job design. Here's a general overview of the process of job analysis:
employees and their readiness for leadership positions.

SHRUTHI K, ATNCC-SHIMOGGA 5 SHRUTHI K, ATNCC-SHIMOGGA 6

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

1. Identify the Purpose: Begin by defining the purpose of the job analysis. Determine 9. Maintain and Update: Jobs evolve over time, so it's essential to periodically review
why you need to conduct a job analysis and what specific outcomes or information and update job analyses to reflect any changes in job roles, responsibilities, or
you are seeking. Common purposes include creating job descriptions, setting organizational needs.
compensation structures, and improving organizational efficiency.
2. Select Jobs to Analyse: Choose which jobs within the organization you want to Job analysis is a dynamic process that helps organizations adapt to changing circumstances
analyse. You may start with critical or high-impact positions, or you may analyze a and ensure that employees are well-suited to their roles. It provides a solid foundation for
representative sample of various job roles. various HR and organizational decisions.
3. Collect Data:
a. Data Sources: Gather information from various sources, including job incumbents JOB DESCRIPTION
(employees performing the job), supervisors, managers, and subject matter experts.
b. Data Collection Methods: Use a combination of methods such as interviews, A job description is a selection of text that describes the qualifications a company
surveys, observation, and reviewing existing documents and records. needs for a particular role. There are often several sections in a job description:
4. Create Job Descriptions and Specifications:
a. Job Description: Document the tasks, duties, and responsibilities associated with  Company overview: Many job descriptions include a brief overview of the hiring
the job. This typically includes details about the purpose of the job, the main tasks company, including its founding, location and mission statement. This helps provide
performed, reporting relationships, and working conditions. candidates with basic information about the company and what they do.
b. Job Specifications: Specify the qualifications, skills, knowledge, and abilities  Position information: At the top of a job description, there is often basic information
required for successful job performance. This may include education, experience, about the job. This can include the position title, location and posting date.
certifications, and physical requirements.  Responsibilities: Companies often provide a bulleted list of the position, sharing its
5. Analyze the Data: key responsibilities. This might include what tasks you can expect to perform, what
a. Task Analysis: Break down the job into its individual tasks and activities. tools you might use or what results they expect you to achieve.
b. Skill Analysis: Identify the skills, competencies, and attributes needed to perform  Qualifications: Job descriptions also include both the required and desired
these tasks effectively. qualifications for a position. These can include education, experience or certification
c. Job Context Analysis: Understand the environmental and organizational factors requirements or particular skills managers hope candidates have.
that may affect job performance.
6. Validation and Review: Verify the accuracy and completeness of the job analysis JOB SPECIFICATION
data. This can involve discussions with experts, feedback from job incumbents, and
conducting validation studies. A job specification is a piece of text that includes the required qualifications for a
7. Document Findings: Create comprehensive reports or records of the job analysis position. These often include some of the same information as a job description but focuses
process, including the job descriptions and specifications. Ensure that the on the qualities of a person they hope to hire for a position. Key components of a job
documentation is clear and easily accessible to relevant stakeholders. specification include:
8. Use the Information:
 Required experience: Specifications often include the type and level of experience a
a. Recruitment and Selection: Use job analysis data to develop job advertisements,
manager hopes a candidate has. This might include the years they hope you have
select appropriate assessment methods, and make informed hiring decisions.
worked in a specific position or roles they hope you might have.
b. Training and Development: Design training programs and materials based on the
 Required education: Required education typically lists the minimum degree level
skills and knowledge required for the job.
that you need to start a job. They might also list the specific degrees they expect for
c. Performance Appraisal: Establish performance standards and criteria for
you to have the needed knowledge to perform a job.
evaluating employee performance.
 Required certification: Some positions require specific certifications to qualify for
d. Compensation and Benefits: Determine appropriate salary structures and benefits
the job. Companies might indicate the name of the certification and ask you to verify
packages.
that it is recent.
e. Job Redesign: Use the insights gained to improve job design and enhance
 Required skills: Companies might list the soft and technical skills needed to perform
efficiency.
a job. This can include basic qualities, like communication and critical thinking or list
specific software with which you might need specific experience.

SHRUTHI K, ATNCC-SHIMOGGA 7 SHRUTHI K, ATNCC-SHIMOGGA 8

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

 Personality traits: In some specifications, managers might include the personality

traits they hope you have. This helps them determine if you might be a good fit for the
role and team.
 Demands: Job specifications can also indicate the particular demands for a job. This
is common with physical labour jobs, where you might need to lift a certain weight or
stand for extended hours.

A. Internal sources

Internal sources of recruitment refers to the recruitment of employees who are

already a part of the existing payroll of the organisation. The vacancy for the position can be
informed to the employee through internal communication.
RECRUITMENT:
There are different types of internal hiring in the organisation and they are as follows:
Recruitment is the process of searching for the prospective employees and stimulating 1. Present Employees
them to apply for the job in the organization. when more persons apply for jobs then there
will be a scope for recruiting better persons. The job seekers two on the other hand are in a. Promotion: Promotion is referred to as the change of designation of the employee. It
search of organizations offering them employee met. Recruitment is a linkage activity involves shifting of the existing employee to a higher position within the organisation and
between together those with job and those job seeking. providing that employee with more responsibility and a raise in pay.

According to Flippo, “recruitment is the process of searching for prospective employees and Promotion helps in motivating the other employees of the organisation to work hard so that
stimulating and encouraging them to apply for the jobs in an organization.” they also become eligible for promotion.

According to Dale S Beach, “recruitment is the development and maintenance of adequate b. Transfer: Transfer refers to the shifting of an existing employee from one department to
manpower resources. It involves the creation of a pool of available labor upon whom the another department in an organisation.
organization can depends when it needs additional employees.”
2. Employee Referrals: It can happen that the organisation in an effort to cut down costs on
Process of Recruitment: hiring is looking for employee referral. The employees are well aware of the job roles in the
organisation for which manpower is required. These employees will refer potential candidates
 Recruitment planning(No. of applicant, qualification etc) by screening them based on their suitability to the position.
 Sources of Recruitment
3. Former employees: Some organisations have the provision of hiring retired employees
 Contacting Sources
willing to work part time/full time for the organisation.
 Application Pool
 Selection Process

SHRUTHI K, ATNCC-SHIMOGGA 9 SHRUTHI K, ATNCC-SHIMOGGA 10

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

4. Previous Applicants: Although not an internal source, in the true sense, those who have  Placement Agencies:
previously applied for jobs can be contacted by mail. This is a quick and an inexpensive way Private agencies and professional bodies appear to be doing considerable work in
to fill an unexpected vacancy. technical and professional fields. Placement agencies help provide nationwide service
by matching personnel demand and supply. These kinds of agencies evaluate the bio-
Advantages of internal source of recruitment: data of several candidates and provide suitable names to their clients. These types of
agencies are useful where large-scale screening is necessary and they charge fees for
• Improve morale (confidence) such services.
• Proper evaluation  Campus Recruitment: Recruitments are also done through colleges and institutions
• Economical of management and technology. These have become a significant source of
• Motivation technique recruitment for technical, professional, and managerial jobs. Several huge
• Promoter loyalty organizations keep close contact with universities, vocational schools, and
management institutes to recruit qualified candidates for different kinds of jobs.
Disadvantages : Educational institutions are a widespread and normal practice for businesses for
recruitment.
• Inbreeding and discourage new blood enter  Labour Contractors: Labour contractors are helpful as they keep close contact with
• Difficult to find suitable labourers and in providing the necessary amount of unskilled workers in a short
• No innovation period. The labour contractors are themselves employees of the organization and
• Personnel bias perform the work of recruiting labourers whenever necessary. But if the same
employee of the organization who is the labour contractor chooses to leave the
B. External Sources organization, the labourers hired by him will also leave.
 Trade Unions : Generally, umemployment and underemployment persons make a
External sources of recruitment seek to employ candidates that have not been recruited
request to trade union leaders for finding suitable job for them. Union leaders are
anytime before in the organisation.
aware of various vacancies in firms and also know the management. These leaders can
Introduction of fresh talent among the workforce leads to growth and development of the help in the recruitment of suitable persons.
business.  Factory Gate recruitment: This method of recruitment is applied for filling in the
vacancies of unskilled workers. From the large number of unskilled men at the gate, the
Following are the some of the external sources of recruitment: requisite numbers on some criteria are recruited. The factory foreman or the
departmental manager makes the recruitment. The need for casual workers is usually
 Advertisement: Advertisements serve as a great source of information regarding any fulfilled in this manner.
job opportunities. The biggest advantage of advertisement is that it covers a wide area
of market and scattered applicants can get information from advertisements. Medium
used is Newspapers and Television.This type of source is used for recruitment of Factors Influencing Recruitment Process:
middle level employees, or high level employees.
There are some factors which are influencing recruiting efforts done by human resources
 Employment Exchanges: Employment exchanges serve as a source of recruitment for
management. Every organization has to engage in recruiting activity. Some do it at a time
the people as it is run by the government. employment exchange work as a link
some doesn’t.
between the job-seekers and the employers by matching the personnel demand and
supply.
 Size of the organization: Big organization with large number of employees will find
 Casual Callers: A lot of business organizations keep a record of uninvited job a huge pool of applicant while they need to fulfil a vacant position. Where on other
applicants in their offices. These candidates can be of benefit to the organization. side a organization with small number of employees will need to outsource or to
Such a list of job-seekers can be evaluated, and used for filling up vacancies as advertise for the vacant position. Small organization finds it difficult to attract
required. This type of recruitment can decrease the price of recruiting the workforce. applicant rather than big organization. Overall size of the organization is one of the

SHRUTHI K, ATNCC-SHIMOGGA 11 SHRUTHI K, ATNCC-SHIMOGGA 12

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

factor which is affecting the recruitment efforts made by human resources Steps in Selection Process:
management department for any organization.
 Employment condition: One of the other major factor which influence the extent of The selection process can be defined as the process of selection and shortlisting of the
recruitment is the employment conditions on the community where the organization is right candidates with the necessary qualifications and skill set to fill the vacancies in an
located. For example if the organization is located in a remote area where people are organisation. The selection process varies from industry to industry, company to company
not highly educated and they are good with their business will not get suitable and even amongst departments of the same company.
applicant from the location rather than the organization which is located in the area
where people are educated and are suitably qualified for the positions of the  Receiving Applications: Once candidates pass the preliminary interview,
organization. organizations must aim to standardize the application process. Here, candidates
 Salary & Benefits packages: Salary is also one the factor which is influencing must fill out a standard application form that collects bio-data, qualification,
recruitment. There are some companies which are offering a handsome amount of experience, background, and educational information. The application could gather
salary to their employees. While there are some of the other companies which are not a broader understanding of the candidate, such as hobbies and interests.
offering a good amount of salary to their company. So the company who are offering  Preliminary Screening: Once the applications are received, they are screened by a
good salary to their employees will be able to attract more applicant than the company special screening committee who choose candidates from the applications to call for an
which is not offering good salary. interview. Applicants may be selected on special criteria like qualifications, work
 Supply and demand: Anywhere in the organization if there is a demand of the experience etc.
applicant is high and supply of the applicant is very low than the organization will not  Selection tests: Before an organisation decides a suitable job for any individual, they
meet the requirement of the position. Supply and demand is one of the factors which have to gauge their talents and skills. This is done through various employment tests like
is influencing the recruitment of any organization. intelligence tests, aptitude tests, proficiency tests, personality tests etc..
 Labor Market: If the labor market, where an organization is establish, is not as  Employment Interview: The next step in the selection process is the employee
much as they need than organization has to look forward to bring labor from other interview. Employment interviews are done to identify a candidate’s skill set and ability
place and has to give some extra benefits and has to provide house and other thing to work in an organisation in detail.
which are required.  Medical Examinations: The medical exam is also a very important step in the selection
 Recruitment Policy: Recruitment policy of any organization is on influencing factor process. Medical exams help the employers know if any of the potential candidates are
of any recruiting efforts. Organization have different recruitment policy, there are physically and mentally fit to perform their duties in their jobs.
some organization which are preferring applicant from the location where they are  Checking References: The person who gives the reference of a potential employee is
and there are some organization who are preferring applicant from the outside area if also a very important source of information. The referee can provide info about the
they don’t find suitable applicant from the are where they are located. person’s capabilities, experience in the previous companies
 Human resources planning: and leadership and managerial skills.
 Cost of recruitment:  Final Selection or Appointment Letters: This is the final step in the selection
 Growth and expansion: process. After the candidate has successfully passed all written tests, interviews and
medical examination, the employee is sent or emailed an appointment letter, confirming
his selection to the job.

SELECTION:

 Process of choosing the most suitable persons out of all the applicants.
 Selection is the process of picking individuals with requisite qualifications and
competence to fill the job.
 According to Dale Yoder, ‘ Selection is the process in which candidates for
employment are divided into two classes- those who are to be offered employment
and those who are not’.

SHRUTHI K, ATNCC-SHIMOGGA 13 SHRUTHI K, ATNCC-SHIMOGGA 14

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

Various types of interviews conducted to select the candidates:

Depending up the requirements, situations, locations and time, the interviews are broadly
classified into different categories.

 Structured Interview − In this type, the interview is designed and detailed in advance. A
structured interview is pre-planned, accurate, and consistent in hiring the candidates.

 Unstructured Interview − This type of interview is an unplanned one, where the

interview questionnaire is not prepared.
 Group Interview − In this type of interview, all the candidates or a group of candidates are
interviewed together. Group interviews are conducted to save time when there is a large number
of applications for a few job vacancies. A topic will be given to discuss among the candidates and
the interviewer judges the innovativeness and behavior of each candidate in the group.
 Stress Interview − Stress interviews are conducted to discover how a candidate behaves
in stressful conditions. In this type of interview, the interviewer will come to know
whether the candidate can handle the demands of a complex job.
 Panel Interview − Panel interview, as the name indicates, is being conducted by a group
Various types of test to select the candidates:
of people. In this type of interview, three to five members of the selection committee will
The selection tests aim at measuring such skills and abilities in a worker that are decided be asking questions to the candidates on different aspects. The final decision will be taken
by job analysis to be essential for successful job performance. by all the members of the panel collectively.
 Sequential interview -The job interview process typically consists of multiple rounds of
Types of selection tests are : interviews, A sequential interview, also known as a serial interview, has several sessions
of job interviews taking place one after another. Typically done using the one-on-one
(i) Intelligence test: It is a psychological test used to measure the level of intelligence of an format, these interviews can take place in a day or over a period of time (even months).
individual and his ability to make decisions.

(ii) Aptitude test : It is a psychological test used to measure the potential of an individual to Placement :
learn new skills.
 Actual Posting of an employee to a specific job.
(iii) Personality test : It is a test that provide cues regarding a person's emotions, reactions
 Placement involves Assigning a specific post and responsibility to an employee.
and value systems.

Iv) Ability Test : Ability tests are standardised methods of assessing an individual's
performance in different work related tasks or situations. They measure potential rather than
just academic performance, and are frequently used by employers as indicators of how people
will perform in a work setting.

(v) Interest test: Interest tests have been designed to discover a person's field of interest and
to identify the kind of work that will satisfy him/her.

(V)Proficiency Tests:
These tests measure the skill which the applicant possesses at the time of testing.The claim of
the applicant about his ability to perform a particular job is tested through these tests.

SHRUTHI K, ATNCC-SHIMOGGA 15 SHRUTHI K, ATNCC-SHIMOGGA 16

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

 The placement decision is taken by the line manager after matching the organisation. It is much better to properly and systematically introduce him to the company,
requirements of a job with the qualifications of a candidate. its philosophy, its place in the industry or economy, its major policies etc.

 Placement is a process of assigning a specific job to each of the selected candidates. It Contents of Induction Programme:
involves assigning a specific rank and responsibility to an individual. It implies matching the
Topics to be covered in induction – 1. Company’s history, mission, vision and philosophy. 2.
requirements of a job with the qualifications of the candidate. Placement is understood
Products and services of the company. 3. Company’s organisation structure. 4. Location of
assigning jobs to the selected candidates. Assigning jobs to employees may involves a new
departments and employee services. 5. Employee’s activities like clubs, credit society. 6.
job or different jobs. Thus, placement may include initial assignment of job to new employee,
Personnel policies and procedures. 7. Standing orders. 8. Rules and Regulations. 9. Terms and
on transfer, promotion or demotion of the present employees.
conditions of services. 10. Grievance procedures. 11. Safety measures. 12. Benefits and
services for employees. 13. Training, promotions and transfer facility. 14. Career
Right placement of workers can have the following advantages/ Significance
advancement schemes. 15. Counselling facility.
of Placement:
or
1. Reduced labour turnover rate.
Elements of good induction programme-
2. Reduced absenteeism rate.
 Introductory Information : History, rules and reg., policy- procedures.
3. Increased safety of workers and lower accidents.
 On the job information : Dept. Facilities and requirement of job.
4. Increased morale of workers.
 Follow up interview : After certain time period to know the problems faced by new
5. Better human relations in the organisations
entrant.
6. Helps to avoid conflict
 Objective – Remove fear/Hesitation, Create good impression, Acts as a source of
7. Improves efficiency of candidate information

While taking the placement decision, the following consideration or principles must be kept in mind:

1. Job Requirements: Emerging Trends in HRP, Recruitment and Selection:

2. Suitable Qualifications:
3. Adequate Information to the Job Incumbent:  Data- Driven Decision making: The use of data analytics in HR has been
4. Commitment and Loyalty: increased. Companies are leveraging data to make informed decisions in areas such as
5. Flexibility: workforce planning, talent acquisition, and performance management.
 AI and Automation: AI tool, including chatbots and algorithms, are increasingly
Induction/Orientation being used in the recruitment process to automate repetitive tasks, such as resume
screening and initial candidate assessments.
 It is the process of introducing an employee to the organization and made aware of  Remote work and Virtual recruitment: The covid -19 pandemic has accelerated of
all the rules, regulations, policies, authority – responsibility relationship and working remote work. Virtual recruitment processes, including online interviews and virtual
environment. onboarding, have become more common.
 According to Edwin B.Flippo, “Induction is concerned with introducing or orienting a new  Focus on Diversity, Equity and Inclusion: There is a growing emphasis on
employee to the organisation. It is the welcoming process to make the new employee feel at diversity, and inclusion in the workplace. Companies are actively working to create
home and generate in him a feeling of belongingness to the organisation”. more diverse and inclusive teams, recognizing the benefits of a varied workforce in
terms of innovation and performance.
 It is the first step in a proper communication policy which seeks to build a two-way channel  Employer branding and Candidate experience: The employer brand is crucial in
of information between the management and employees. The new employee, on his joining
attracting and retaining to talents. Companies are investing in building a positive
the organisation, must be helped to get adjusted and acquainted with the fellow employees
brand, emphasizing values, culture and employee experiences. Additionally there is
and the work environment. Rather than leaving him to make his own way through the

SHRUTHI K, ATNCC-SHIMOGGA 17 SHRUTHI K, ATNCC-SHIMOGGA 18

 HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT

an increased focus on providing a positive candidate experience throughout the 1. Monitoring employee attendance and working hours.
recruitment process. 2. Integration with time clock systems and tools for managing leave requests.
 Employee Well-being: There isa heightened focus on employee well-being, 6. Payroll Processing:
recognizing that a healthy and satisfied workforce is more productive. Companies are 1. Automation of payroll calculations, including tax deductions, benefits, and
implementing initiatives to support mental health, work-life balance, and overall other relevant factors.
employee wellness. 2. Compliance with local labor laws and regulations.
7. Benefits Administration:
1. Managing employee benefits, such as health insurance, retirement plans, and
other perks.
HRIS (Human Resource Information System): 2. Tracking and communicating benefit enrollment information.
8. Employee Self-Service Portals:
Information System: 1. Providing employees with access to their personal information, pay stubs,
benefits, and other relevant data.
 Essentially made up of five components hardware, software, database, network and 2. Empowering employees to update their information and request time off.
people. 9. Analytics and Reporting:
 Collecting, Storing and Processing data and for providing information, Knowledge. 1. Generating reports and analytics on various HR metrics, such as turnover
rates, employee satisfaction, and workforce demographics.
HRIS: 2. Supporting data-driven decision-making.
10. Compliance Management:
A Human Resource Information System (HRIS) is a software solution that combines 1. Ensuring that HR processes adhere to legal and regulatory requirements.
various human resource functions, processes, and data into a single system to 2. Managing documentation and reporting for compliance purposes.
streamline and enhance HR-related activities within an organization. The primary
goal of an HRIS is to help HR professionals and management make informed Implementing an HRIS can bring numerous benefits to an organization, including
decisions by providing accurate and timely information about the workforce. increased efficiency, better decision-making, improved data accuracy, and enhanced
employee satisfaction. It's important for organizations to choose an HRIS that aligns
Key features of a Human Resource Information System typically include: with their specific needs and business processes.
1. Employee Information Management: Data Sources:
1. Centralized database for storing and managing employee information.
2. Personal details, contact information, employment history, and other  Recruiting (Application tracking system, Applied CV)
relevant data are stored in a secure and organized manner.  Demographic data ( Employee ID, name, gender, DOB, residence, Dept)
2. Recruitment and Applicant Tracking:  Performance Management(Performance rating, reviews)
1. Tools for managing the recruitment process, including job posting, applicant  Learning Management ( Training and development)
tracking, and candidate management.  Job Architecture( Position, duties, responsibilities etc)
2. Automation of some aspects of the hiring process, such as resume parsing  Compensation and benefits(Basic Pay, TA, DA, etc)
and initial screening.  Succession planning (Leadership data)
3. Performance Management:  Exit Interview ( reasons, Helps in reducing employee turnover)
1. Tracking employee performance through goal setting, performance reviews,
and feedback mechanisms. &&&&&&&&&&&&&&&&&&---------------&&&&&&&&&&&&&&&&&
2. Data analytics to assess individual and team performance over time.
4. Training and Development:
1. Recording and tracking employee training and development activities.
2. Identifying skill gaps and planning for future training initiatives.
5. Time and Attendance Management:

SHRUTHI K, ATNCC-SHIMOGGA 19 SHRUTHI K, ATNCC-SHIMOGGA 20