Module 1

Workforce Planning & Recruitment Analytics

Concept of Works & Organization Work
& Jobs
▪ Work : a relevant & strategic collection of tasks &
responsibilities that are performed for a specific
purpose & outcome.
▪ Task : An activity requiring a specific combination of
cognitive & physical performance & results in a
targeted output. Ex : writing Programming code
▪ Other task like handling monetary transactions,
speaking to customers
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 Concept of Works & Organisation Work
& Jobs
▪ In conducting an organizational needs assesment that will result in the
identification of tasks & structuring of work & jobs, the following
questions will be valuable to examine:
 What is organisation strategic plan, including its short & long term goals?
 What task & activities will need to be perfromed to meet stated goals &
objectives?
 How should these tasks & activities be organised into logical functional
areas?
 How should work relationships be structured among departments &
functions?
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 Concept of Works & Organization Work
& Jobs
▪ Once information has gathered that address these big-picture
questions, Job design can proceed as the next level logical step in the
workforce planning process, Jod design requires answers to below
questions ;
 How should taks & activities to be organized, scheduled, & dristibuted to
specific job roles
 What are the qualifications necessary for individuals to sucessfully perfrom
the essential task & activities for each job ?
 what are perfromance expectations that an indvidual in a specific job in order
to contribute to the acheivement of departmental / functional or
organizational outcomes ?

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 Millennial
s
Children born in the 80s and 90s, the
Millennials are today’s 20 to early-
30-somethings,poised to make up
the majority of the workforce by
2025, and already an important part
of the working population.
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Millennials at Work Place
▪ Millennials (also known as ‘Generation Y’) are
the first generation of ‘digital natives’ – tech
savvy and connected, rarely without a mobile
phone or tablet.
▪ Aside from Millennials (born 1980-1999) the
current workforce also includes Generation X
(born 1960-1979)

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Millennials at Work Place
▪ India boasts of being home to nearly 19percent (385
million) of global Millennial population & is one of the
eight countries presently termed as the “Millennial
Majors”.
▪ To manage the Millennial workforce effectively, managers
first need to understand top 3 aspirations of Indian
Millennials were wealth, health & fame.
▪ Another survey which seconds these findings revealed that
money was the key motivator for millennials & that 83
percent of Gen Y Employee would consider switching their
jobs for a salary hike. 7
Millennials at Work Place
▪ Understanding what motivates Millennials, as well as
how they perceive their employers and their colleagues,
is essential to attracting them to your organisation and
ensuring that you can maximise their effectiveness as
employees and potential leaders.
▪ Several organisation have already started implementing
innovative practices to attract & retain millennials.
▪ For instance Infosys have scrapped the formal dress
code & encourages its employees to wear smart
business casual.
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Millennials at Work Place
▪ It has also come up with up with a new crowd-sourcing
initiative known as “Murmuring” which invites innovative
business ideas that could contribute to the company's
strategy
▪ Microsoft attempts to drive the culture of innovation at the
internship phase itself by allowing interns to learn from
experts directly
▪ IBM integrative tool “IBM Verse” which integrates email,
calendar, meetings, video chats & a lot of other capabilities
in a single platform
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 Key Characteristics of Millennials
▪ Millennials not only make up a significant proportion of
the workforce, but also form an essential segment of the
customer base.
▪ Millennials are very likely to switch their service
providers if they do not feel satisfied with the quality of
goods and services.
▪ They ought to continually innovate, provide personalized
services and take up the responsibility of managing the
best interests of their customers.
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 Key Characteristics of Millennials
Millennials make compromise : Many Millennials tend
to make compromise while finding the first jobs
▪PwC revealed 72 % of the respondents had made
compromises to get into job market
▪The compromises could take many forms, ranging from
accepting a lower salary to working outside preferred
locations or job roles or industries
▪Turnover rates are also higher amongst millennials than
those amongst other generations.

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Key Characteristics of Millennials
Millennials value personal development and work life
balance over financial rewards :
▪This group is not driven primarily by financial rewards and
monetary incentives.
▪A recent global survey reported that young professionals
chose work-life balance over wealth and leadership
opportunities.
▪Millennials think about the expected levels of work-life
balance even while considering which organization to work
for.
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Key Characteristics of Millennials
Millennials form a techno-generation that avoids face time:
▪The tech-savvy nature of millennials also influences the way they
communicate
▪It was observed that 41 per cent of the respondents preferred
▪electronic communication methods such as texts, instant
messages and company intranet over outdated traditional methods
like face-to-face meetings and phone calls
▪Another study reported that millennials were more susceptible to
the risk of developing chronic loneliness
▪The youth today spend a major chunk of their time
communicating over social media
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Key Characteristics of Millennials
Loyalty of Millennials :
▪In the job market, millennials are predominantly seen as job-
hoppers (someone who changes their job very often)
▪The reason behind such behaviour is possibly the incentive,
that is, the pay rise associated with each switch
▪Millennials are ambitious, entitled and self-absorbed. Hence,
if they do not see good salary hikes within a couple of years,
they prefer to switch

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Key Characteristics of Millennials
Millennials like to move up the ladder faster:
▪Career progression is a principal motivator for millennial
professionals
▪91 per cent of millennials consider career progression to be
important while choosing a new job
▪Millennials look for instant gratifications and, therefore, do not
believe in toiling (struggling) for years to earn a promotion or pay
hike.
▪They are impatient, ambitious and entitled, which fuels their
pursuit of reaching the top faster than other generations.
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 Key Characteristics of Millennials
Socially responsible brands influence millennials:
▪Millennials have a sense of purpose, and they are, therefore,
more drawn towards philanthropic brands that practice
socially & ethically responsible behaviour.
▪Corporate social responsibility (CSR) initiatives go a long
way in not only attracting the right talent but also
contributing to the bottom line by boosting sales
▪Organizations today not only spend money on social causes,
but also allow their employees to take ownership of the
process by giving them opportunities to volunteer
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 Key Characteristics of Millennials
Socially responsible brands influence millennials:
▪Millennials have a sense of purpose, and they are,
therefore, more drawn towards philanthropic brands that
practice socially & ethically responsible behaviour.
▪Corporate social responsibility (CSR) initiatives go a long
way in not only attracting the right talent but also
contributing to the bottom line by boosting sales
▪Organizations today not only spend money on social
causes, but also allow their employees to take ownership of
the process by giving them opportunities to volunteer
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Key Characteristics of Millennials
Wanderlust :
▪Millennials are characterized by a sense of wanderlust, that is, a
strong desire to travel.
▪The results of an official travel report revealed that millennials
travel much more compared with other group
▪Millennials believe in splurging on authentic experiences rather than
saving up and investing in big purchases such as buying a new home
▪Moreover, their openness towards new cultures and the passion for
exploring the unknown takes them places

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 Key Characteristics of Millennials
Wanderlust :
▪A new term known as ‘bleisure’, combing business as well as
leisure has been recently coined in the millennial context
▪Millennials have changed the face of traditional business trips
and now view them as personal leisure time while simultaneously
travelling for business-related purposes
Accustomed to rapid feedbacks :
▪Millennials might get frustrated by the delayed responses from
older employees
▪Older generations, on the other hand, may even be displeased by
a lack of face-to-face or voice-to-voice communication
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Key Characteristics of Millennials
Millennial stereotypes :
▪An essential element that contributes heavily to
intergenerational conflicts is the accumulation of negative
stereotypes in the minds of individuals of different generations
▪Baby boomers (1946-1964) perceive millennials as lazy,
impatient and unprofessional
▪while millennials view baby boomers as old school or
unapproachable
▪Stereotyping gives rise to misunderstandings and
miscommunication amongst co-workers
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Key Characteristics of Millennials
Differences amongst Millennial :
▪Every Individual is a part of the broad demographic group but
is also a unique bundle comprising of different experiences,
skills, aspirations, talents and perspectives
▪Therefore, it is recommended that the best way to lead
millennial employees is to ignore sweeping generalizations
▪Focus on the individual under consideration, and find out
what
▪works for him (her) the most irrespective of demographic
▪group memberships
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Key Characteristics of Millennials
Millennials are excellent employees :
▪Millennials carry some traits that are very unique to their
generation
▪Therefore, if handled correctly, millennials can serve as
excellent employees for business organizations.
▪They are fascinated to learn new skills and are proactive in
making efforts to improve themselves
▪This inclination to grow also helps the organization to grow
in the long run

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Key Characteristics of Millennials
Millennials are excellent employees :
▪millennials love collaborations. They are equipped to
survive in teams and are comfortable working with others,
learning from them and also competing with them.
▪They like open-spaced offices instead of sitting in a
cubicle eight hours a day, six days a week
▪Giving such work environments to millennials will
satisfy their needs and will help foster loyalty.

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The Evolution of Work Structure
▪ Perhaps the earliest of the systematic organisation of work
& job design in industrialized environments can be
examined through the work of Fredrick Taylor who
developed the concept of scientific management.
▪ Emphasizing production, streamlined processes, & the
elimination of waste.
▪ Taylors mission was to facilitate worker efficiency &
productivity through job design.
▪ Another prominent researcher of this time was Max Weber
he focus was on hierarchical command & control.
▪
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The Evolution of Work Structure
▪ It featured prominently in the delegation of authority &
decision making power among different types & levels
of jobs.
▪ Work was organized into simple, routine tasks – job
design focused on a few basic tasks.
▪ Labour supply was largely unskilled / semiskilled
workers & work was organized accordingly.
▪ As a result of organizational hierarchy with greater
supervisory span of control was necessary because
workers had no authority or decision-making capability.

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The Evolution of Work Structure
▪ Frederick Taylor & Max Weber are considered
to be pioneers in the area of job &
organisation design contributing to the
maximum efficiency & effectiveness.
▪ Though their work was more focused on work
production than the needs of the workers
themselves.
▪ McGregor & Maslow to expand into new
different directions that considered the needs
of the employees as well as the organisations
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The Evolution of Work Structure
▪ In the latter half of 20th century Peter Drucker
emerged as one of the most influential expert in
organisational structure, management strategy,
& understanding the nature of work as
technology & knowledge became increasingly all
over the place.
▪ Drucker developed the concept of MBO to
facilitate the alignment of organisation objectives
with the manager & employee, work goals, also
clear connection to organisational goals &
specific performance standards & expectations.
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The Evolution of Work Structure
▪ The idea behind this approach is that
employees will be more engaged &
motivated to perform a high level when they
are involved a setting their own goals.
▪ Each employee would not only have a clear
understanding of their job duties &
responsibilities, but also the performance
level their manager expects.
▪ At the department & functional level, MBO
approach foster more open line of
communication between managers & their
staffs. 28
The Evolution of Work Structure
▪ Open communication which helps the employees to
ask questions, seek clarifications, & better
understand the purpose of work they perform.
▪ The latter half 20th century rise of technology, major
societal, economic & demographic shifts &
globalization have resulted in all of us living &
working in a more complex world.
▪ Work cannot be organized & distributed in a such
simplistic ways anymore.
▪ Even work that used to be performed by a worker
with a limited or specific skill set may now require
some level of technical proficiency.
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The Evolution of Work Structure
▪ In general, work is more complex & requires individual
workers to make more autonomous decisions rapidly
▪ complex jobs requires more decision making &
responsibility on the part of the incumbents, which is an
important consideration for the organisation in the job
design process
▪ Complex jobs also requires higher qualifications & more
specialized knowledge & skills
▪ Organisations need to stay competitive & able to shift
gears & make quick decisions often in complicated &
unpredictable circumstances
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The Evolution of Work Structure
▪ To meet these needs the work performed must be
categorized arranged & distributed strategically &
logically
▪ Jobs & job families are the support system of the
organization- how & where the work is performed that
keeps the organization moving & progressing

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Organising the work
▪ A job is a type of role within an organization comprised of a
set of specific tasks & responsibilities that facilitate the
achievement of targeted performance outcomes
▪ These performance outcomes should be directly or
indirectly aligned with organizational objectives & short &
long term goals.
▪ Depending on the size of organizations & its needs there
may be more than one individual working in a specific job.
▪ Each job will be comprised of a unique set of qualifications
that will be necessary to effectively perform the work
involved

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Organising the work
▪ They are referred as KSAOs Knowledge skills
abilities other characteristics
▪ Having a clear understanding of a job current
KSAO requirement is critically important for
all HR processes including compensation
planning, recruitment, selection, performance
management, & training & development.
▪ Lets look at these each elements in detail

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 Organising the work
Knowledge :
▪It may be comprised of any declarative, procedural &
factual information required to be perform the job.
▪For ex: school bus drivers, knowledge about the road
rules, the operation of the bus & emergency
evacuation procedures is absolutely critical to their
safe driving performance.
▪For pharmacists, knowledge about prescription &
over the counter drugs, their chemical composition,
potential side effects & interaction effects with food &
other drugs is equally critical to their job performance.
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 Organising the work
Skills :
▪Itscomprised of tasks that can be successfully demonstrated &
have been learned & practiced over time
▪With essentially all of today’s jobs there is a diverse array of skill
set required for any type of job
▪Such as communication skills, technical skills, organisational
skills, interpersonal skills
▪Technical skills – Excel spreadsheets, programming,
Communication skills – explaining the concepts as teacher,
organisational skills – travel plan , coordinating, interpersonal
skills – building rapport, flexibility, team player, showing respect,
being patient, building trust & positive relations

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 Organising the work
Abilities :
▪Includes the capacity for demonstrating certain behaviours
& performing a wide range of relevant tasks
▪ while some abilities may be applicable to many jobs like
multitasking
▪The job of an physicians assistant may require to draw
blood sample & give injection
▪Ability also differs across diverse jobs but show up in a
different ways
▪Firefighters &B police officers, emergency room workers &
flight attendants, the ability to remain calm be approachable
& maintain order, but it tends to be different on job where
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pressure is high
 Organising the work
Other characteristics :
▪Includes any other critical personal job
requirements not covered within the knowledge,
skills & abilities
▪They may be broad & relevant to a wide variety of
different jobs
▪Some jobs requires passions & enthusiasm would
be critical other characteristics element
▪A research scientist can be too curious nature
would be other characteristics
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 Organising the work
Job families :
▪A group of jobs that is similar in function & scope & share common
knowledge, skills, & abilities
▪A job family may also include jobs of different levels. For example a
job family in an accounting department may consist of a Billing clerk,
accounts receivable specialist, an account payable specialist, a
bookkeeper, & an accounting manager
▪Having organised job families is beneficial to an organization in a
variety of ways
▪They can ensure greater alignment & uniformity among similar jobs,
which provides clear understanding of nature of each job as well as
how they operate together as a cohesive function
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 Organising the work
Position :
▪A position is a job that is held by one individual employee
▪Think of a position like headcount each incumbent working in an
organisation is filling one specific position
▪You can have multiple incumbent working in one type of job
Occupation :
▪A type of job that may exist in different types of organizations or
industries
▪There will be similarities & differences in the same occupation from
one organization to another
▪A nurse is a board type of occupation & even though there will be
overlap of the same qualifications & required tasks & responsibilities
in different settings
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 Strategic Job Redesign & its benefits
▪ Jobs will need to be evaluated & often redesigned to
continue to support the organization
▪ Job redesign may be needed due to unpredictable /
immediate needs, & it may also be strategically
implemented to enhance existing jobs to contribute to the
organization in more far reaching innovative ways
Job Enlargement :
▪ The augmenting of a job by adding an array of tasks similar in
complexity & responsibility as the existing tasks, enabling variety
▪ Job enlargement is not about giving an employee more
work to do for the same pay, but rather

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 Strategic Job Redesign & its benefits
▪ Its an opportunity to expand into different types of related
tasks for stimulation & the ability to experience the job in a
integrated way as it contributes to the bigger picture for the
organization.
▪ An example of JE for a Barista at a coffee shop may be to
expand an incumbent tasks from simply making the drink
orders as a stand alone tasks to taking the orders from the
customers, making the beverages, & delivering them to
customers.
▪ But while expanding the job make sure work is not overloaded
▪ JE when carefully designed & implemented with fairness &
equity can be integrated into many different jobs, particularly
jobs that have traditionally consisted of a few specialized
routine tasks without much variety. 41
 Strategic Job Redesign & its benefits
Job Enrichment :
▪The enhancing of a job by adding tasks that are grater in
complexity & responsibility
▪This is a strategy designed to facilitate greater motivation &
job satisfaction, leading to increased performance
▪Hackman & Oldham developed a set of characteristics that
can be used as a tool to asses the extent to which a job can
be enriched
Skill variety : The breadth & type of skills that a job
incumbent must posses to successfully perform a job
Task Identity : the extent to which a task is clear to
understand and has a defined beginning, midpoint & end
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 Strategic Job Redesign & its benefits
Job Enrichment :
▪Task significance : the value or the importance of the
task in the context of the job in which it is performed
and the outcome it yields for the organization
▪Autonomy : the extent to which a job incumbent has
a control of how tasks are performed, such as the
procedures & timelines
▪Task feedback : the level of knowledge that a job
incumbent has about his or her task performance that
is received as a result of performing the task rather
than receiving the feedback from the supervisor
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 Strategic Job Redesign & its benefits
Job Enrichment :
▪A relevant example of JE can be seen in various retail
environments
▪A common job today is that of a manager on duty (MOD)
also referred to as a Key Holder
▪ this job is essentially a cross functional combination of
salesperson & supervisor
▪The worker in this type of job is able perform the same
activities as any sales associate, handling customer
transactions, responding to customer inquiries for
assistance, keeping products organized & well stocked & so
on
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 Strategic Job Redesign & its benefits

Job Enrichment :
▪However MOD is given added responsibility &
authority to serve as the acting manager on his
work shift, performing activities such as opening or
closing store, accepting deliveries, resolving
customer problems, monitoring sales progress in
accordance with daily goals, & handling on shift
employee issues such as staff motivation, conflict
resolution & immediate disciplinary action needs
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 Strategic Issues in Recruitment
▪ Making it hard to grab candidates’ attention
▪ Great candidates are often fielding multiple offers at once
▪ There’s a shortage of talent with the skills your company
needs
▪ Testing candidates’ skills accurately and fairly can be
tricky
▪ Recruiters sometimes lack the technical knowledge
needed to answer candidates’ questions
▪ There aren’t enough hours in the day
▪ Candidate screening challenges
▪ Longer time to hire
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 What make Bad recruitment
▪ Not Creating an Accurate Job Description
▪ Failing to Consider Recruiting From Within
▪ Using Unconscious Bias
▪ Hiring People Less Qualified Than You
▪ Refilling the same role
▪ Lack of diversity
▪ Lack of rigour in interviewing and reference checking
▪ Too few people involved in the hiring decision
▪ Aptitude and Attitude are not measured
▪ Poor on boarding
▪ Your interview practices are outdated
▪ Never getting back to candidates after interviews
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Overview of the Hiring Process

Evaluation & Control

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 Recruitment Metrics
▪ Recruiting metrics are measurements used to
track hiring success & optimise the process of
hiring candidates for an organisation.
▪ When used correctly these metrics help to
evaluate the recruiting process & whether the
company is hiring the right people.
▪ Recruiting metrics refers to measurements used
to gather, analyse & track hiring success &
optimise the hiring process in order to make
more informed decisions & receive the best
return on investment. 49
 Recruitment Metrics
▪ Evaluating Quantity & Quality of recruitment
▫ Quality of applicants
▫ Quantity of applicants
▪ Evaluating the average time required for filling job
openings
▪ Evaluating the cost of Recruiting
▫ Recruitment expenses / Number of Recruits Hired
▪ Evaluating Recruiting Satisfaction
▪ General Recruiting Process Metrics : Yield Ratios,
Selection Rate, Acceptance Rate, Success Base Rate
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 Recruitment Metrics
▪ Yield Ratios : Yield ratio compares how many
applicants took part in one phase of recruitment
process with how many took part in the other phase, it
gives a figure that number of applicants who initially
applied
▪ Selection Rate : Selection Rate is another important
statistic. It is the percentage for applicants hired from
the whole applicant pool
▪ Acceptance Rate : Acceptance rate informs about the
success of the organisation at hiring desired
employees. This is calculated by dividing the “number
of applicants hired “ by the “number of applicants
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offered jobs”
 Recruitment Metrics
▪ Success Base Rate : An important way of
finding recruiting effectiveness is the
success rate of applicants.
▪ This can be calculated by comparing the
number of previous applicants who are now
successful employees with the number of
applicants they had competed with.

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 Factors Affecting Recruitment
Recruitment is mainly affected by following two
types of factors :
▪External Factors
▪Supply & Demand
▪Unemployment Rate
▪Labour Market
▪Image / Goodwill
▪Political Social Legal environment
▪Competitors
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 Factors Affecting Recruitment
Recruitment is mainly affected by following
two types of factors :
Internal Factors :
▪Human Resource Planning
▪Recruitment Policy
▪Size of Firm
▪Cost

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 Recruitment Strategy
Internal Approach :
▪Transfer & Promotion
▪Job Posting
▪ Employee Referrals
▪Former Employee
▪Previous Applicants
▪ Merits : Familiarity, Utilisation of Internal Talent,
Economy, Motivation
▪De-Merits : Restricted choice, Inbreeding, Conflict
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 Recruitment Strategy
External Approach :
▪Campus Recruitment
▪Scouting
▪Factory Gate
▪Advertisements
▪Employee Trade Association
▪Professional Associations
▪Private Employment Agencies
▪State Employment Agencies
▪Unconsolidated Applications
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 Recruitment Strategy

External Approach :
▪Merits : Wide choice, Fresh Talent, Long
Term Benefit
▪Demerits : Expensive Time Consuming,
Demotivating, Uncertainty

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 Recruitment Strategy
Legal & Ethical Considerations in Recruitment :
▪Discriminations
▪Nepotism
▪Posting Fake benefits
▪Hijacking Emp. from Competitors
▪Recruiting Non Skilled employee
▪Requesting an Application fee
▪Offering least pay structure
▪Unethical Employee Referral Practices
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 Recruitment Strategy
Organisational Best Practices :
▪Use Recruitment Marketing Strategies -Brand
Awareness & Benefits
▪Make use of Social Media – Instagram , Facebook
▪Focus on Employers Branding
▪Enhance Candidate Experience
▪Utilise Applicant Management System – the
applicant manager (TAM)

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Thanks !