Employee Resourcing- Summarised Lecture Notes

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EMPLOYEE RESOURCING

PREPARED BY:CHRIS M. KATHOKA, Msc. HRM (JKUAT), BSc. IT (JKUAT)

MUCHELLE/EMPLOYEE RESOURCING


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TABLE OF CONTENTS.


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Table Of Contents...............................................................................2

Employee Resourcing: An Introduction..............................................4

Topic 1: abour Economics.................................................................!

"actors In#uencing T$e abour %ar&et In 'enya............................!

(roducti)ity Of abour..................................................................1*

Education And %anpo+er.............................................................11

,ages And Employment -ro+t$..................................................12

"actors etermining T$e e)el Of (roducti)ity.............................12

Increasing abour (roducti)ity......................................................1/

%et$ods Of Controlling abour Costs............................................1/

Topic 2: 0ob Analysis An Introduction...............................................1

0ob Analysis %et$ods....................................................................2*

0ob Analysis %et$od 1: Inter)ie+ing.............................................21

0ob Analysis %et$od Ii: Obser)ation.............................................2/

0ob Analysis: %et$od /: uestionnaire..........................................24

0ob Analysis %et$od 4: C$ec&lists And In)entories.......................2!

0ob Analysis %et$od !: %aterials Of ,or&.....................................2!0ob Analysis %et$od : (re)ious 3tudies.......................................2

0ob Analysis %et$od : Critical Incidents......................................2

0ob Analysis %et$od 5: o6It67ourself............................................2

0ob Analysis %et$od 8: ,or& iaries 9 ogs.................................2

0ob Analysis %et$od 1*: ierarc$ical Tas&s Analysis....................2

0ob Analysis 11: 3elf ; escription................................................2

T$e ,riting6

R(?......................................./2

Introduction 9 e=nition.............................................................../2

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T$e abour %ar&et........................................................................//

etermination Of R Re@uirements............................................../4

uman Resource emand "orecasting........................................./4

ong Range "actors......................................................................./4

3$ort Range "actors....................................................................../!

o+ To "orecast (ersonnel eeds................................................./

%et$ods Of abour emand "orecasting....................................../

Tools And Tec$ni@ues "or emand "orecasting............................/

Ad)antages Of R(.......................................................................4*

r abour 3upply "orecasting And T$e R Actions.......................41

AnalyBing Eisting uman Resources...........................................42

abour Turno)er............................................................................44

Reconciling 3upply And emand "or abour And T$e R Actions 45

uman Resource Actions..............................................................45

R( imiting "actors.....................................................................!4

Tools And Tec$ni@ues Of uman Resource (lanning.....................!!

Topic 4: Recruitment And 3election..................................................!8

%et$ods Of Internal And Eternal Recruitment.............................!

Employee 3election:.....................................................................1

Introduction..................................................................................1

3election %et$ods......................................................................../

Types Of Inter)ie+s.......................................................................8

(lacement And Orientation Or Induction......................................82

Topic !: egislation -o)erning Employment In 'enya......................8

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EMPLOYEE RESOURCING: AN INTRODUCTION

Int!"#ct$!nT$is course is intended to co)er t$e tec$ni@ues of manpo+erplanningD recruitmentD selection and placement in order to meet t$epresent and future needs of t$e organiBation.

G%n%&' O%ct$*%sAt t$e end of t$is unitD t$e trainee s$ould be able to: 6


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TOPIC : LABOUR ECONOMICS

S+%c$-c O%ct$*%sAt t$e end of t$is topicD t$e trainee s$ould be able to: 6

Identify factors in#uencing labour mar&et in 'enya

Analyse +ays of increasing producti)ity of labour

Identify met$ods of controlling labour costs

E)aluate impact of education and training on t$e

employment opportunity

Int!"#ct$!nEmployee resourcing is concerned +it$ ensuring t$at t$eorganisation obtains and retains t$e people it needs and employs

t$em producti)ely. It is also about t$ose aspects of employmentpractice t$at are concerned +it$ +elcoming people to t$eorganisationD and if t$ere is no alternati)e release t$em.

abour is a factor of production. It is a dierent factor of productionsince itGs not a substitute for land in o)erpopulated countries labouris HabundantG +$ile land is scarce.

One needs to ma&e a distinction bet+een p$ysical or uns&illedlabour and s&illed labour. 3ome countries $a)e an abundant supplyof uns&illed labour but an acute s$ortage of s&illed labour of alltypes a maFor $indrance to economic gro+t$."ACTOR3 I"


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t$e economically acti)e population or national +or&force includeJt$e siBe of t$e population itselfD t$e age structureD ratio of men to+omenD t$e a)erage +or&ing day and eKciency of @uality of t$elabour eort. A de)eloping nation is c$aracteriBed by unlimited

supply of labour form t$e rural areas ; consisting of underemployed+or&ers. T$e supply cur)e of labour to an industry or economyslopes up form left to rig$t. If t$e price of labour >+age rate? goesupD t$e amount of labour supplied +ill increase.

o+e)er in de)eloping countriesD t$e supply cur)e of labour isLbac&+ard slopingM ; t$e supply cur)e of labour is Lbac&+ardslopingM. T$e supply cur)e slopes do+n form left to rig$tD so t$at anincrease in +age results in a decrease in t$e amount. (eople prefer

leisure to money to an etent t$at an increase in money earnings ismore li&ely to lead to a decrease in t$e amount of +or& done.

Inc!/% &n" S#st$t#t$!n E1%cts,it$ any form of labour any+$ereD t$ere must be some point at+$ic$ t$e amount of labour supplied by an indi)idual ceases toincrease or decreaseD as t$e +age rate increases. T$is is because

money income is not desired for its o+n sa&eD but for t$e goods it

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,agerate

3upply of labour

,agerate

ac&+ardbendingsupply cur)e

ours +or&ed


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can buy. And t$e enFoyment of t$ese goods +ill be impossible+it$out at least a minimum amount of leisureJ as one sets better o$e is li&ely at some point to ta&e at least part of t$e increasedstandard of li)ing n t$e form of more leisure ; and t$us +or& fe+er

$ours. T$e increase in real income is t$erefore an incenti)e to +or&less $ardD to consume more leisure. T$is is &no+n as t$e incomeeect >rise in income leading to more leisure? and t$e substitutioneect caused by t$e c$ange in t$e price of t$e leisure >less incometa&en?.

T2% D!3n3&" S'!+$n4 D%/&n" C#*%"irms need +or&ers to produce goods and ser)ices. T$e demandcur)e for labour s$o+s $o+ many +or&ers +ill be $ired at any gi)en+age rate o)er a particular time period. Economic t$eory suggestst$at t$e $ig$er t$e price of labourD t$e less labour =rms +ill $ire.T$e $ig$er t$e +age rateD t$e more li&ely it s t$at =rms +illsubstitute mac$ines for +or&ers and $ence t$e lo+er t$e demandfor labour.

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ours+or&ed daily

Incom

eisure

ours

Capital

abour


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In t$e t$ird +orldD +$ere labour is c$eap relati)e to capitalD =rmstend to c$oose labour intensi)e met$ods of production. In t$e =rst+orldD labour is relati)ely epensi)e and $ence more capital6intensi)e tec$ni@ues of production are c$osen.

T2% S#++' C#*% !0 L&!#A rise in real +age rates may or may not increase t$e supply oflabour by indi)idual +or&ers in t$e industry. o+e)erD it is li&ely toattract ne+ +or&ers in t$e industry. T$e supply cur)e of labour isli&ely to be up+ard sloping. T$e $ig$er t$e +ages t$e more +or&ers+ill +ant to enter t$e particular industry.

K% T%/s Acti)ity or participation rates ; t$e percentage or

proportion of any gi)en population in t$e labour force. Economically acti)e ; t$e number of +or&ers in

t$e +or&force +$o are in a Fob or are unemployed. et migration ; immigration minus emigration.

,or&forceNlabour force ; t$ose economically acti)e

and t$erefore in +or& or see&ing +or&.

,or&force Fobs ; t$e number of +or&ers inemployment. It ecludes t$e unemployed.

. T2% S#++' !0 L&!#3upply may be ta&en to mean t$e total number of people of +or&ingage. It may also mean t$e supply of labour ser)ice a)ailable. T$etotal supply of labour in an economy depends upon: 6

3iBe of t$e population. 3iBe of population: 6 t$is sets an ob)ious limitto t$e total supply of labour.

T$e proportion of t$e population +$ic$ +or&sNa)ailable foremployment. T$is is determined c$ie#y by age distributionD socialinstitutionsD customsD participation rate of married +omen and t$e+ages oered.

T$e amount of +or& oered by eac$ indi)idual labourer. umber of$ours +or&ed by eac$ person per year. ig$er rates of pay usuallyinduce a person to +or& o)ertimeD t$e increased re+ardencouraging $im to substitute +or& for leisure. ut t$is is notal+ays so.

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F&ct!s $n5#%nc$n4 t2% '&!# /&6%t $n K%n&: A s#//&o 3upply and demand for labour

o (roduction tec$ni@uesNtec$nologyo uality of labourNeducation le)els

o Cost of labourN+age rates

o (opulation dynamics ; migrationD age etc

o -o)ernment ; legislation EEOD +age guidanceD age

re@uirementsD entertainmentD cultureo 3ocio cultural factors

o En)ironment and climate


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7. P!"#ct$!n T%c2n$8#%s &n" T%c2n!'!4In t$e de)eloping +orld +$ere tec$nology is not etensi)ely appliedt$e demand for labour is $ig$. T$is s as compared to t$e de)eloped+orld +$ere mac$ines are used to replace people. Our productiontec$ni@ues are labour intensi)e and as suc$ demand for labour is$ig$.

9. #&'$t !0 '&!#T$ere is an important dierence bet+een lo+ +ages and c$eaplabour. espite lo+ +ages in labour ; abundant countriesD labour isnot nearly as c$eap as it appears since lo+ +ages are to a greatetent oset by lo+ producti)ity. T$is is attributed to t$e pooreducation le)els among t$e labour force. T$e $ig$er t$e le)els ofeducationD t$e scarcer t$e uns&illed labourers become.

;.


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+$ile continuous $ig$ birt$6rates create $ig$ dependency ratios andrapidly epanding future labour force.

>. G!*%n/%nt L%4$s'&t$!n

-o)ernments may aect t$e labour mar&et t$roug$ )ariouslegislations suc$ asJ e@ual employment opportunityD age limit foremployment and retirement and minimum +age limits. T$e tradeunion mo)ement acti)ities may also $a)e an impact on t$e labourmar&et.

(RO

labour all increase t$e eKciency of labour.

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Education and %anpo+er-o)ernments $a)e epanded educational budgets in part becauset$ey $a)e seen education as an in)estment in $uman capital and

t$e training of manpo+er needed for de)elopment.

Education may $a)e important labour mar&et eectsD acceleratingrural ; urban migration and increasing t$e amount of labour forceand e)en +astage of manpo+er.

Education may t$roug$ its eects on t$e +age and salary structureeect income distribution and e@uality of opportunity to Fobs.

T$e type of education oered could in#uence attitudesD attitudes tomanual or agricultural +or&D interest in business and ris& ta&ing.

ue to t$e importance of education to manpo+erD go)ernments areno+ formulating R programmesD +$ic$ ma&e eplicit t$e role ofeducation in labour force de)elopment. T$is can be seen in pro)isionof formal or informal educationD and in manpo+er planning.

"ormally educated manpo+er is al+ays in abundance in t$ede)eloping +orldD ta&ing up t$e rates of unemployment and labour+astage.

A dierent approac$ to+ards planning educational in)estment is t$emet$od of manpo+er planning. T$e approac$ $ere is to ma&e ademand proFection or forecast of t$e economyGs re@uirements ofdierent categories of labour in future time periodsD and a supplyproFection for t$e same categories and periodsD comparing t$em anddetermining +$ic$ categories of manpo+er +ill be s$ort supply.Training programmes can t$en be adFusted to alle)iate t$es$ortages.

T$e &ey to mobility among occupations is education. %any s&ills are

learned rat$er t$an in$erited. T$is is t$e stoc& of personal capitalac@uired by eac$ +or&er. 3ince in)estment in labour s&ills is similarto in)estment in p$ysical capitalD ac@uired s&ills are called


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,A-E3 A E%(O7%ET -RO,T

T$ere is a relati)ely slo+ gro+t$ of employment in t$e de)elopingcountries due to lo+ +age le)els. o+e)erD on t$e ot$er $andincreases in real +ages re a signi=cant factor restraining gro+t$ inemployment. Rapid increases in real +ages retard paid employmentopportunities.

"ACTOR3 ETER%II- TE EE O" (RO


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salariesD medicalD $ousing etcJ opportunity for promotionst$roug$ internal recruitment.

*$$$) (ro)ision of social amenities to staJ sportsD clubmembers$ip. T$ese enable +or&ers to reduce stress and strain

of t$e +or&place.$@) (ro)ision of rest brea&s at places of +or&J tea

brea&D lunc$ brea& etc.@) (ro)ision of lea)eJ annualD sic& o etc.@$) "riendly +or& en)ironmentJ team spiritD &no+ing

employees in great detailD concept of s$ared fate >t$at t$ecompany belongs to e)eryone and if it goes do+n all +ill suerJand if it succeeds all +ill bene=t?

@$$) ClientNser)ice c$ain conceptJ all employees mustunderstand t$at all t$eir acti)ities are meant to ser)e t$eLcustomerM ; t$e person +$o uses t$e product of t$eir +or&.

%ETO3 O" COTROI- AOC?

,$ere

TC P t$e total cost of production"C P "ied cost >"C? %ac$ineryD plantD salariesD taesD rentS

C P ariable costs >C? +agesD materialsD transport?

T$e term labour costs refer to additions to t$e total cost ofproduction contributed by or associated +it$ units of labour>employees?. %et$ods of controlling labour costs are concerned+it$ measures to reduce t$e cost of labour and impro)e eKciency.T$e follo+ing measures s$ould be underta&en to control t$e labourcosts:

$) Eecti)e recruitment and selection processes.3cienti=c recruitment and selection s$ould be conducted to $ire

t$e rig$t persons for t$e rig$t FobsJ placement s$ould be carriedout to ensure t$at indi)iduals are matc$ed +it$ Fobs in line +it$t$eir eperience and @uali=cations.

$$) Training and e)elopment. T$e managements$ould pro)ide t$eir employees +it$ ade@uate training andde)elopment programmes to impro)e t$eir eKciency. T$iss$ould reduce poor performanceD resulting in a reduction inlabour costs.

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$$$) Retrenc$mentNo+nsiBing. %ost organisationsare trying to restructure by cutting do+n t$e siBe of t$eir labourforce in order to reduce t$e cost of labour and impro)e t$eirpro=t margin. T$is is due to t$e recognition t$at labour cost

contributes t$e greatest amount to t$e cost structures oforganisations. ayos or redundancies may t$erefore be carriedout due to poor business performance. ayos of employeesmay be temporary or permanent.

$*) isc$arge or dismissal. T$is action may be ta&ento stop employment of less producti)e +or&ers by disc$arging ordismissing t$em. As a resultD t$e labour costs +ill reduce.

*) Impro)ing +or& e@uipment and tools. Outmodede@uipment and tools may contribute to labour ineKciencies andt$erefore $ig$ cost of production. Impro)ement on e@uipmentand tools at t$e +or&place may t$erefore reduce ineKcienciesassociated +it$ +or&ing using suc$ e@uipment. An organisationmay also install ne+ tec$nology in order to reduce t$e labourcost.

*$) Training on eecti)e use of time. abour costsresulting from poor time management may be reduced bytraining employees on eecti)e use of time. "or instancereporting to +or&D reporting for meetingsD monitoring production

acti)ities etc re@uires eecti)e time management.

*$$) Impro)ing organisational structuresD 0ob designand Fob description. EKcient organisational structuresD Fob designand Fob description may reduce labour costs associated +it$ineKciency of suc$ structures. (oor organisational design mayaect coordination and control.

*$$$) Impro)ing p$ysical +or& en)ironments and +ell6being of employees. T$is +ill reduce t$e stress in t$e +or&en)ironment and lead to impro)ement in producti)ity and

reduction in t$e labour costs.

TOPIC 7: JOB ANALYSIS AN INTRODUCTION.

At t$e end of t$is topicD t$e trainee s$ould be able to:6

Eplain t$e meaning and purpose for Fob analysis

iscuss t$e procedure for carrying out Fob analysis

Carry out a Fob analysis

D%-n$t$!n

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A Fob is a collection of tas&s assigned to a position in anorganiBation. 0ob analysis is t$e term used to describe a process ofeamining Fobs in order to identify t$eir main featuresD in particulart$e duties t$ey ful=lD t$e results t$ey epect to ac$ie)eD t$e maFor

tas&s underta&en and t$e FobGs relations$ips +it$ ot$er Fobs in t$eorganiBational $ierarc$y.

0ob analysis is t$e process by +$ic$ a description of a Fob iscompiled.0ob analysis is t$e process of determining and reporting pertinentinformation relating to t$e nature of a speci=c Fob. It is t$edetermination of t$e tas&s +$ic$ comprise t$e Fob and of t$e s&illsD&no+ledgeD abilities and responsibilities re@uired of t$e $older forsuccessful Fob performance.

0ob analysis is t$e process of collectingD analysing and setting outinformation about t$e content of Fobs in order to pro)ide t$e basisfor a Fob description and data for recruitmentD trainingD Fobe)aluation and performance management. 0ob analysisconcentrates on +$at $olders are epected to do.

0ob analysis is t$e cornerstone of all $uman resource functions.ata obtained from Fob analysis produces t$e follo+ing informationabout a Fob:

O)erall purpose ; +$y t$e Fob eistsD and in essenceD +$att$e Fob$older is epected to contribute.

Content ; t$e nature and scope of t$e Fobs in terms of t$e

tas&s and operations to be performed and duties to be carriedout i.e. t$e processes of con)erting inputs >&no+ledgeD s&illsand abilities? into outputs >results?.

Accountabilities ; t$e results or outputs for +$ic$ t$e

Fob$older is accountable.

(erformance criteria ; t$e criteriaD measures or indicators

t$at enable an assessment to be carried out to ascertain t$edegree to +$ic$ t$e Fob is being performed satisfactorily.

Responsibilities ; t$e le)el of responsibility t$e Fob $older

$as to eercise by reference to t$e scope and input of t$e FobJt$e amount of discretion allo+ed to ma&e decisionsJ t$ediKcultyJ scaleD )ariety and compleity of t$e problems to besol)ed.

OrganiBational factors ; t$e reporting relations$ips of t$e

Fob$olderD t$e people reporting directly or indirectly to t$e

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Fob$older and t$e etent to +$ic$ t$e Fob$older is in)ol)ed inteam.

%oti)ation factors ; t$e particular features of t$e Fob t$at

are li&ely to moti)ate or demoti)ate Fob$olders. e)elopment factors ; promotion and career prospectsD

and t$e opportunity to ac@uire ne+ s&ills or epertise.

En)ironmental factors ; +or&ing conditionsD $ealt$ 9 safety

considerationsD unsocial $oursD mobility and ergonomic factorsrelating to t$e design and use of e@uipment 9 +or&stations.


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+or&ing elements ma&es up a +or& tas&. Related tas&s compriset$e duties of a Fob. uties +$en combined +it$ responsibilities>obligations to be performed? de=ne a position. A group of positionst$at are identical +it$ respect to t$eir maFor tas&s and

responsibilities form a Fob.

A Fob may be $eld by more t$an one person +$ereas a positioncannot.

P!"#cts !0 J! An&'s$s0ob analysis in)ol)es not only analysing Fob content but alsoreporting t$e results of t$e analysis. T$ese results are normallypresented in t$e form of a Fob description and a Fob speci=cation.

A ! "%sc$+t$!n concentrates on describing t$e Fob as it iscurrently being performed. It eplainsD in +ritten formD +$at t$e Fobis calledD +$at is to be doneD +$ere it is to be done and $o+ it is tobe done. %ost Fob descriptions contain sections t$at includeJ t$e FobnameD a brief summary description of t$e Fob a listing of Fob dutiesand responsibilities and an eplanation of organiBationalrelations$ips pertinent to t$e Fob.

A ! s+%c$-c&t$!nconcentrates on t$e c$aracteristics needed toperform t$e Fob. It describes t$e competencyD educational andeperience @uali=cations t$e incumbent must possess to perform

t$e Fob.

Us%s !0 J! An&'s$s In0!/&t$!nAs earlier indicated Fob analysis information is used in t$eformulation of Fob description and speci=cations. T$e information ist$e basis for a number of R acti)ities. T$ese acti)ities include:6

$. J! "%-n$t$!n: A Fob analysis results in adescription of t$e duties and responsibilities of t$e Fob. 3uc$ adescription is useful to t$e current Fob$olders and t$eirsuper)isorsD as +ell as to prospecti)e employees. T$e Fob$olderscan get a clear idea of t$eir main responsibilities from a Fobdescription.

$$. J! R%"%s$4n: A Fob analysis often indicates+$en a Fob needs to be redesigned.

$$$. R%c#$t/%nt: 0ob analysis clari=es posts for+$ic$ ne+ recruits are soug$t. A Fob analysis not only identi=est$e Fob re@uirements but also outlines t$e s&ills needed toperform t$e Fob. T$is information $elps to identify t$e type ofpeople to be recruited.

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$*. 3election and (lacement: 3election see&s tomatc$ an indi)idual +it$ a Fob. "or t$is to succeed t$e Fob and itsre@uirements must be clearly and precisely &no+n. 0ob analysisproduces Fob descriptionsD +$ic$ can pro)ide essential e)idence

for selection inter)ie+ers.*. O$%nt&t$!n:Eecti)e Fob orientation cannot be

accomplis$ed +it$out a clear understanding of t$e Fobre@uirements. T$e duties and responsibilities of a Fob must beclearly de=ned before a ne+ employee can be taug$t $o+ toperform t$e Fob.

*$. T&$n$n4:,$et$er or not a current or potentialFob$older needs additional training can be decided only afterspeci=c re@uirements of t$e Fob $a)e been determined t$roug$ aFob analysis. AlsoD t$e establis$ment of training obFecti)es is

dependent on a Fob analysis. Anot$er training6related use of Fobanalysis is to $elp determine +$et$er a problem is occurringbecause of a training need or because of some ot$er reason.

*$$. C&%% C!#ns%''$n4: managers and Rspecialists are in a muc$ better position to counsel employeesabout t$eir careers +$en t$ey $a)e a complete understanding oft$e dierent Fobs in t$e organiBation. Employees can betterappreciate t$eir career options +$en t$ey understand t$e eactre@uirements of ot$er Fobs.

*$$$. E/+'!%% S&0%t:A t$oroug$ Fob analysis often

unco)ers unsafe practices andNor en)ironmental conditionsassociated +it$ a Fob. "ocusing precisely on $o+ a Fob is doneusually unco)ers any unsafe procedures.

$@. P%0!/&nc% A++&$s&': T$e obFecti)e ofperformance appraisal is to e)aluate an indi)idual employeeGsperformance on a Fob. A prere@uisite is a t$oroug$understanding of eactly +$at t$e employee is supposed to do.0ob analysis pro)ides t$e basic material on +$ic$ performanceassessment can be made.

@. C!/+%ns&t$!n: A proper Fob analysis $elps toensure t$at employees recei)e fair compensation for t$eir Fobs.0ob analyses $elp establis$ t$e +ort$ of a Fob relati)e to ot$erFobs and enables t$e employer determine an e@uitable +age.

T$e bene=ts Fust described are directed at managementD andespecially to+ards line management. T$ere are also bene=ts toindi)iduals from Fob analysis:

T$ey can be gi)en a clear idea of t$eir main responsibilities

T$ey are pro)ided +it$ a basic for arguing for c$anges or

impro)ements in t$eir Fob >e.g. Fob redesign?

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T$ey are pro)ided rele)ant information in respect of any

appraisal t$ey may $a)e.

T$ey $a)e an opportunity to participate in setting t$eir o+n

s$ort6term targets or obFecti)es

,$en performing a Fob analysisD t$e Fob and its re@uirements >asopposed to t$e c$aracteristics of t$e person currently $olding t$eFob? are studied.

0O AA73I3 %ETO3

3e)eral met$ods are a)ailable for conducting a Fob analysis.

C2!$c% !0 M%t2!"In t$e selection of a met$od of Fob analysisD t$e criteria for c$oiceare t$e purpose for +$ic$ it +ill be usedD its eecti)eness inobtaining t$e data re@uiredD t$e degree of epertise re@uired toconduct t$e analysis and t$e resources and amount of timea)ailable for t$e analysis programme. T$e follo+ing are t$e mostimportant met$odsD +$ic$ may be used in Fob analysisJ four of t$emost fre@uent used met$ods =rst.

Obser)ation

Inter)ie+s

uestionnaires

"unctional Fob analysis

%aterials of +or&

(re)ious studies

o6it6yourself

,or& diariesN+or&logs

Re)ie+ of Fob classi=cation systems

Epert panels

C$ec&list

Tas& in)entories

ierarc$ical tas& analysis

3elf6description

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0O AA73I3 %ETO 1: ITERIE,I-

T$e inter)ie+ met$od re@uires t$at t$e person conducting t$e Fobanalysis meets +it$ and inter)ie+s t$e Fob$olderD manager orsuper)isor. To obtain t$e full #a)our of a FobD it is necessary tointer)ie+ Fob$olders and c$ec& t$e =ndings +it$ t$eir managers orteam leaders. Inter)ie+s can be $eld on t$e Fob siteD and may beeit$er structured or unstructured.


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T$is is @uite ine)itableD but its )alues )ary due to t$e follo+ing:6

3uper)isor may be out of touc$ +it$ details of t$e Fob

3ome $a)e ne)er performed t$e Fob t$emsel)es

3ome allo+ t$eir description of t$e Fob to be in#uenced by

t$eir opinion to+ards t$e Fob$older.

T$ey may eaggerate t$e duties9 responsibilities of t$e Fob

in order to increase t$eir o+n performance.

Int%*$%3 #%st$!nsT$ese may co)er suc$ aspects as:6

Amount of super)ision recei)ed and discretion allo+ed in

ma&ing decisions

Typical problems to be sol)ed and guidance a)ailable to

sol)e t$e problems

Relati)e diKculty of t$e tas&s performed

uali=cations and s&ills re@uired to carry out t$e +or&

C!n"#ct$n4 t2% Int%*$%3

a)e @uestions arranged in a logical se@uence to $elpinter)ie+ees to order t$eir t$oug$ts about t$e Fob.

(robe as necessary to establis$ +$at people do

Ensure Fob$olders are not allo+ed to get a+ay +it$ )ague ofin#ated descriptions of t$eir +or&

Ensure ans+ers contain only rele)ant data

Obtain a clear statement from t$e Fob$older about t$e amount9 le)el of decision6ma&ing allo+ed for t$e Fob.

A)oid as&ing leading @uestions t$at ma&e t$e epectedans+ers ob)ious

Allo+ t$e Fob$older ample time 9 opportunity to tal& bycreating an atmosp$ere of trust.

C2%c6$n4 In0!/&t$!nIt is al+ays ad)isable to c$ec& t$e information pro)ided byFob$olders +it$ t$e managers or team leaders. To get systematicinformation from se)eral Fob$oldersD a c$ec&list is necessary. T$eaim is to structure t$e Fob analysis inter)ie+ in line +it$predetermined $eadings.

In inter)ie+ing se)eral Fob$olders for t$e same FobD information fromdierent inter)ie+sD can be:

$. ard to bring toget$er

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$$. a)e a potential for inter)ie+er bias$$$. Certain areas of t$e +or& may fail to be pic&ed up$*. An inter)ie+ may stress one area 9 neglect ot$ers*. T$ere may be problems in interpretation and analysis

+it$ t$e possibility of distorted impressions*$. Consider subFecti)ity of t$e data captured*$$. Inter)ie+ers need s&ills in communication 9 must be

trained

Ad)antage: Allo+s t$e incumbent to describe tas&s and duties t$atare not obser)able

0O AA73I3 %ETO II: O3ERATIOirect obser)ation of incumbents performing t$eir Fobs enables t$etrained Fob analyst to obtain =rst $and &no+ledge and informationabout t$e Fob being analysed. Obser)ation met$od is suited for Fobsin +$ic$ t$e +or&ers be$a)iours are: 6

Obser)able in)ol)ing some degree of mo)ement on t$e part oft$e Fob$older.

0ob tas&s are s$ort in duration allo+ing for many obser)ationsto be made in a s$ort period of time or a signi=cant part of t$eFob analyst can learn information about t$e Fob t$roug$obser)ation.

J!s $n 32$c2 t2% !s%*&t$!n /%t2!" $s s#cc%ss0#' $nc'#"%:

%ac$ine operatorNadFuster

Construction +or&er

(olice oKcerNpatrol oKcer

"lig$t attendant

us dri)er

ouse &eeperNFanitor

3&illed crafts +or&er

T$e obser)ation met$od is deri)ed from t$e tec$ni@ues of +or&6

study. T$e met$od is appropriate for situations +$ere a relati)elysmall number of &ey Fobs need to be analysed in dept$.

T$/% &n" M!t$!n st#"are t$e most fre@uently used obser)ationmet$ods. %otion or met$ods study in)ol)es determining t$e mosteKcient +ay to do a tas& or Fob. It in)ol)es studying t$e motionsand mo)ements necessary for performing a tas& or Fob and t$endesigning t$e most eKcient met$ods for putting t$ose motions andmo)ements toget$er.

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T$/% st#" is t$e analysis of a Fob or tas& to determine t$eelements of +or& re@uired performing itD t$e order in +$ic$ t$eseelements occur and t$e times re@uired to perform t$em eecti)ely.


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T$e accuracy of t$e results depends on t$e +illingness and ability ofFob$olders to complete @uestionnaires. %any people =nd t diKcultto epress t$emsel)es in +riting. 3ome Fob$olders may besuspicious of t$e @uestionnaireD not understand t$e @uestions and

feel restricted by it. esigning a @uestionnaire is epensi)eD since itneeds s&illed persons to do it.

E@&/+'%s !0 #%st$!nn&$%s3ome of t$e standard @uestionnaires used include: 6

Compre$ensi)e Occupational ata Analysis (rogrammes

>COA(?

(osition Analysis uestionnaire >(A?

"unctional 0ob Analysis >"0A?

%anagement (osition escription uestionnaire >%(?

3uper)isory Tas& escription uestionnaire >3T?

T$e @uestionnaire met$od in$ibits direct rapport bet+een analystand respondent and t$e respondentGs cooperation and moti)ationare not guaranteed due to impersonal approac$.

0O AA73I3 %ETO 4: CEC'I3T3 A IETORIE3

A c$ec&list for completion by Fob$olders is similar to a @uestionnairebut response re@uires fe+er subFecti)e Fudgments and tends to be oft$e 7E3 and O )ariety.

C$ec&lists to be t$oroug$ly prepared and a =eld study is essential toensure t$e responses soug$t are ade@uate and ma&e sense.C$ec&lists can be used only +$ere a large number of Fob$olderseist.

Rating scales or in)entories are an impro)ement of t$e c$ec&list.T$ey present a Fob$older +it$ a list of acti)ities and re@uire $im to

rate t$em accordingly to time spent on t$em and importance.

0O AA73I3 %ETO !: %ATERIA3 O" ,OR' A study of t$e toolsD +or&ing materialsD mac$inesD documentsDcommunicationD media etc fre@uently pro)ides a useful c$ec& oninformation obtained in ot$er +aysD and may suggest @uestions tobe as&ed.

0O AA73I3 %ETO : (REIO


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,or& study recordsD training manuals and accident reports aresometimes a)ailable and can be broug$t up to date or added toot$er information. is approac$ utiliBes eisting documentation asa ric$ source of information about Fobs in t$e structure. Typical

documents studies includeJ organiBation c$artsD budget statementsDletters of appointment and statement of obFecti)es for units. T$isparticular approac$ is more li&ely in an organiBation planning or Fobredesigned eercise.

0O AA73I3 %ETO : CRITICA ICIET3T$is met$od see&s to distinguis$ bet+een eecti)e or ineecti)ebe$a)iours of t$e +or&ers in t$e Fob. 0ob $olders are re@uested todescribe se)eral incidents based on t$eir past eperience on a gi)enFob. T$e incidents collected are analysed and categoriBed. T$e endresult dra+s a fairly clear picture of actual Fob re@uirements.

T$e met$od is time consuming and re@uires $ig$ le)el of s&illD fromt$e analyst.

0O AA73I3 %ETO 5: O6IT67O


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T$is is t$en subFected to furt$er analysis in order to de)elop a$ierarc$y of sub6plans needed to ac$ie)e t$em. T$e met$odin)ol)es: 6


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(roceed +it$ =nal plan

Re)ie+ results

Once t$e initial information $as been collectedD t$e personresponsible for producing a realistic and readable Fob descriptionno+ $as $is +or& cut out. T$e steps to+ards t$e production of a Fobdescription are as s$o+n in t$e follo+ing se@uence.

Assemble t$e &ey facts about $e FobD ecluding irrele)ant

or unclear pieces of information

3ort t$e &ey facts into clusters of related issues or

responsibility areas

Commence +riting up t$e initial sections of t$e Fobdescription >TitleD relations$ips etc?

,rite up t$e main responsibilities as t$ey appear to t$e

analyst

T$en draft out a statement of t$e o)erall purpose of t$e Fob

Complete rest of descriptionD focusing on t$e need for

accuracyD clarity and conciseness

Re)ie+ t$e =rst draft to see if it $as completeness about it

; t$at it sounds true.

3aid a draft to t$e Fob6$olderD andNor $is senior manager for

perusal and comment

%a&e alterations only if t$ey are Fudged to be fair to t$e

facts.

ra+ up a =nal )ersion and submit to t$e senior person

concerned in t$e eercise.

(RE(ARATIO O" A 0O E3CRI(TIO A 3(ECI"ICATIO0O E3CRI(TIO3T$ese are deri)ed from Fob analysis. T$ey pro)ide basic informationabout t$e Fob under t$e $eadings of t$e Fob titleD reportingrelations$ipsD o)erall purpose and principle accountabilities or maintas&s or duties. A Fob description is a broad statement of t$epurposeD scopeD duties and responsibilities of a particular Fob.

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TASK

1 iscuss t$e ad)antages and disad)antages of structured andunstructured inter)ie+s in Fob analysis.

2 ,$at are some of t$e disad)antages of t$e +or& dairies and logs


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It is customary for a Fob description to be +ritten up son as to co)ert$e follo+ing features of t$e Fob:

0ob title

Immediate super)isor

Relations$ip +it$ ot$er Fobs

O)erall purpose of Fob

%ain dutiesN responsibilities >&ey tas&s?

Aut$ority granted

Resources a)ailable to Fob $older

(rinciple @uali=cations re@uired for t$e Fob ocation

ate of analysis

umbers super)ised

J! "%sc$+t$!n c&n % #s%":

F! !4&n$&t$!n&', %c#$t/%nt &n" +%0!/&nc%/&n&4%/%nt +#+!s%.

ere it can be used to: 6

e=ne t$e place of t$e Fob in t$e organisation and to clarify

for Fob $older and ot$ers

(ro)ide t$e information re@uired to produce person

speci=cations for recruitment and to inform applicants aboutt$e Fob

e t$e basis for t$e contact of employment

(ro)ide t$e frame+or& for setting obFecti)es forperformance management.

e t$e basis for Fob e)aluation and grading Fobs

J! "%sc$+t$!n 0! ! %*&'#&t$!n +#+!s%s.3uc$ a 0 s$ouldcontain t$e information included in an organiBational description as+ell as factor analysis of t$e Fob. "actor analysis describes t$eincidence of reac$ Fob e)aluation factor ; &no+ledge and s&illsDresponsibilityD decisionsD compleity and contacts.

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J! "%sc$+t$!n 0! t&$n$n4 +#+!s%s.3uc$ s$ould be based ont$e format for an organiBational Fob description. T$is s$ould includean analysis of t$e attributes and competences used in t$e Fob.

0O 3(ECI"ICATIOA Fob speci=cation is a detailed statement of t$e p$ysical andmental acti)ities in)ol)ed in t$e Fob and $en rele)antD of social andp$ysical en)ironmental matters. T$e speci=cation is usuallyepressed in terms of be$a)iour.

A Fob speci=cation concentrates on t$e c$aracteristics needed toperform t$e Fob. It describes t$e competencyD educational andeperience @uali=cations t$e incumbent must possess to performt$e Fob.

Us%s !0 ! s+%c$-c&t$!ns "or personnel functions a detailed account of t$e

Fob is necessary. T$e most important of t$ese are for: 6 3election

(romotion

Appraisal

3etting performance standards

0ob e)aluation

Training

T$ere is no standard layout or a set of $eadings for a Fobspeci=cationJ it s found t$at )ariations are necessary according tot$e type of +or& e.g. manual or non6manualD and to t$eorganisation. In generalD a Fob description must emp$asiBe acti)itiesand be$a)iour.

(OTETIA (ROE%3 ,IT 0O AA73I3In analysis FobsD certain problems can occur. 3ome of t$e problemsstem from natural $uman be$a)iourD ot$ersD from t$e natural of t$e

Fob analysis process.3ome problems encountered include: 6

$. Top management support missing. To managements$ould ma&e it clear to all employees t$at t$eir full and $onestparticipation is needed. 3uc$ a message is at times notcommunicated.

$$. Only a single means and source are used for gat$eringdata. All too often an analysis process depends on only one of t$emany a)ailable met$odsD +$en a combination of met$ods mig$tpro)ide better data.

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$$$. T$e super)isor and t$e Fob$older do not participate int$e design of Fob analysis. Too many analyses are a one6mans$o+. T$e Fob $older and $is super)isor s$ould be in)ol)ed earlyin t$e planning of t$e proFect

$*. o training or moti)ation eists for Fob$olders.0ob$olders are t$e most important sources of information foranalysis yet t$ey are seldom trained or prepared to generate@uality data. 3ome are rarely made a+are of t$e importance oft$e data and almost ne)er re+arded for pro)iding goodinformation.

*. Employees are not allo+ed suKcient time to completet$e analysis.


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TOPIC 9: HUMAN RESOURCES PLANNING (HRP)

3peci=c ObFecti)es

At t$e end of t$is topicD t$e trainee s$ould be able to:6

iscuss t$e factors to consider in determining

$uman resources re@uirements. Apply t$e results of $uman resource planning

Carry out accounting and auditing of $uman

resources

ITRO


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localD regionalD national and international labour mar&ets. T$einternal labour mar&et is t$e mar&et for labour +it$in =rms ; t$estoc&s a)ailable and t$e #o+ of people +it$in t$e =rm from entryDt$roug$ )arious stages of t$eir careerD until t$ey lea)e.

T$e internal labour mar&et can be t$e main source of labour t$roug$policies of: 6

e)elopment

Training

(romotion

Career planning

%anagement succession

P#+!s% !0 HRP R( can $elp management in ma&ing decisions in

t$e follo+ing areas: Recruitment

A)oidance of redundancies

Training6numbers and categories

%anagement de)elopment

Estimates of labour costs

(roducti)ity bargaining

Accommodation re@uirements

I/+!t&nc% !0 HRPo To a)oid organiBations carry out t$eir acti)itieso To replace personnelD +$o are no longer use or are old.o To =ll )acancies arising from labour turno)er.o To meet t$e needs of t$e epansion programmes +$ic$

may include t$e increase in demand for goods and ser)ices oft$e organiBation.

o To meet t$e c$allenges f ne+ and c$anging tec$nologieso To identify areas of surplus personnel or areas in +$ic$

t$ere is s$ortage of personnel.o (lan for labour costs ; as a basis for dra+ing up R

budgets.

ETER%IATIO O" R RE


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$. HR D%/&n" 0!%c&st$n4$$. HR s#++' 0!%c&st$n4$$$. HR &ct$!ns


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for Fobs by =rms is li&ely to increase. T$e re)erse $appens during arecession.

;. T%c2n!'!4$c&' T%n"s

Ad)ances in tec$nology $a)e de=nite eect on t$e nature andmiture of Fobs a)ailable. "or instanceD ad)ances in I.TD resulted in adecrease in t$e number of boo&&eepers and an increase in demandfor computer programmers. It $as been noted t$at t$e current le)elof tec$nology for building robots +ill enable t$e replacement of 2N/of t$e factory +or&force.

=. S!c$&' T%n"sC$anges in custom and ci)il rig$ts +ould in#uence labourproFections. %obility of personnel due to family commitments alsoaects demand for labour.

3ORT RA-E "ACTOR3T$e s$ort factors to be considered in demand forecasting include:6

o (roduction sc$edulesNbudgets.o AKrmati)e action plans.

o RelocationNplant closings.

. P!"#ct$!n Sc2%"#'%sB#"4%ts3peci=c sales forecasts for t$e coming year must be translated into

a +or& programme for t$e )arious sections of an enterprise. 3omeplans must be made concerning t$e amount of +or& t$at eac$segment of t$e organiBation is epected to accomplis$ during somecoming period.

7. A?/&t$*% Act$!n P'&nn$n4An organiBation may be forced to $ire certain categories ofemployees ; minority tribes or females. T$is must be re#ected in t$eR(.

9. R%'!c&t$!nP'&nt C'!s$n4sRecession in t$e economy may lead to temporary closures orrelocations. T$is may lead to reduction in t$e labour force. (oorcompany de)elopment and epansion strategy also may lead torelocations and closures.

O, TO "ORECA3T (ER3OE EE3T$ere are se)eral t$ings to consider +$en forecasting personnelneeds. T$e epected demand for your product or ser)ice isparamount. T$ese sales are generally estimated =rst. T$en t$e


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sta re@uired to ac$ie)e t$is )olume of output is estimated. Ot$ert$ings to consider areJ

(roFected turno)er ; resignationsNterminations

uality and s&ills of your employees ; in relationto t$e c$anging needs of t$e organiBation

ecisions to upgrade t$e @uality of products or

ser)ices t$at enter into t$e mar&et. Tec$nological and ot$er c$anges resulting in

increased producti)ity. T$e =nancial resources a)ailable to t$e

department

,$ic$e)er met$od one usesD managerial Fudgment +ill play a big

role. 0udgment is t$us needed to modify t$e forecast based onfactors ; suc$ as proFected turno)erD or a desire to enter ne+mar&ets.

%ETO3 O" AO


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T$e follo+ing are t$e basic demand forecasting met$ods forestimating t$e numbers of people re@uired: 6

i? %anagerial Fudgment

ii? Ratio6trend analysisiii? ,or&6study tec$ni@uesi)? %odelling)? elp$i tec$ni@ue)i? Time series analysis)ii? 3catter plot

. MANAGERIAL JUDGEMENTsupport? in a manufacturingplant and forecasting future ratios. T$e number of direct +or&ers

needed can be used to determine t$e number of indirect +or&ersneeded.

T$is means ma&ing forecast based on t$e ratio bet+een >i? 3amecausal factor >e.g. sales )olume? and ii? number of employeesre@uired. Ratio analysis assumes t$at producti)ity remains aboutt$e same.

9.


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T$ese can be used +$en it is possible to apply +or& measurementto calculate $o+ long operations s$ould ta&e and t$e number ofpeople re@uired. T$is starts from a companyGs production budget.,or&6study tec$ni@ues for direct +or&ers can be combined +it$

ratio6trend analysis to calculate t$e number of indirect +or&ersneeded.

;. MODELLING%at$ematical modelling tec$ni@ues using computers andspreads$eets can $elp in t$e preparation of demand and supplyforecasts.

Employers also use computer programs to forecast personnelre@uirements. Typically data needed include direct labour $oursneeded to produce one unit of t$e product and t$ree salesproFections ; minimumD maimum and probable. ased on suc$data a typical programme generates =gures on a)erage sta le)elsre@uired to meet production demandsD as +ell as separatecomputeriBed forecasts for direct labour and indirect staD plus t$eeempt sta. %et$od also &no+n as modelling.

E@&/+'%s !0 st&t$st$c&' /!"%''$n4 t%c2n$8#%s.

=. TIME SERIES ANALYSIS(ast staKng le)els >instead of +or&load indicators? are sued toproFect future R re@uirements. (ast staKng le)els are eamined toisolate seasonal and cyclical )ariationsD long6term trends andrandom mo)ements. ong6term trends are t$en etrapolated orproFected.

ere one studies a companyGs employment le)el o)er t$e last !years or so to predict future needs. Trend analysis is )aluable as aninitial estimateD but employment le)els rarely depend solely on t$epassage of time.

>. PRODUCTIITY RATIOSistorical data are used to eamine past le)els of a producti)ityinde.

( P ,or&load

TASK

Describe the process of demand forecasting using the work study technique.


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umber of people

,$ere constantD or systematicD relations$ips are found $umanresource re@uirements could be computed by di)iding predicted

+or&loads by (.

. REGRESSION ANALYSIS(ast le)els of )arious +or&load indicatorsD suc$ as salesD productionle)els and )alue added are eamined for statistical relations$ips+it$ staKng le)els. ,$ere suKciently strong relations$ips arefoundD a regression model is deri)ed. "orecasted le)els of t$erelated indicator are entered into t$e resulting model and used tocalculate t$e associated le)el of R re@uirements.

. DELPHI TECHNIUE,it$ t$is met$odD eac$ member of a panel of eperts ma&es anindependent estimate of +$at t$e future demand +ill beD along +it$any underlying assumptions. An intermediary t$en presents eac$eperts forecast and assumptions to t$e ot$ers and allo+s t$eeperts to re)ise t$eir positions if t$ey desire. T$is continues untilsome consensus is reac$ed.

THE SCATTER PLOT.T$is can be used to determine +$et$er t+o factors ; a measure ofbusiness acti)ity and t$e sta le)els are related. If t$ey areD t$en

one can forecast t$e measure of business acti)ity $e s$ould be ableto get and also estimate t$e R re@uirements.

AATA-E3 O" R(

TASKS

What is the role of the HR Personnel in the HR planning process?

ist the common pitfalls in HR planning.


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i? E@uips t$e organiBation to cope +it$ t$e Rconse@uences of c$anged circumstances.

ii? %ay enable a =rm to disco)er ne+ and impro)ed +aysof managing $uman resources.

iii? elps create and de)elop employee training andmanagement succession programmes.

i)? abour s$ortfalls and surpluses may be a)oided.

)? %ay enable a company foresee some of t$econse@uences amid needs of managing c$ange.

)i? Compels management to eamine t$e strengt$s and+ea&nesses of its labour force and personnel policies.

)ii? uplication of eort among employees may be a)oided.

)iii? Impro)es co6ordination and integration of +or&ers

eorts.i? Assists in career management and management

de)elopment programmes.


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R AO


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M&n+!3% F'!3s $n &n O4&n$&t$!n

AA7UI- EVI3TI-


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A turno)er rate of 2!W +ould be considered satisfactoryD +$ile aturno)er rate of 1**W is considered a maFor problem.

T$e abo)e inde $o+e)er $as some disad)antagesJ it does notindicate in +$ic$ areas of t$e organiBation t$e rate of lea)ers is$ig$J it does not identify t$e lengt$ of ser)ice of t$e lea)ersJ it doesnot indicate any sudden c$anges in t$e numbers employed fromone year to t$e net.

3ome organiBationsD in addition to t$e labour indeD ma&e use of a'&!# st&$'$t $n"%@+$ic$ lin&s t$e lea)ing rate +it$ lengt$ ofser)ice.

umber of lea)ers +it$ more t$an one years ser)ice 1**umber employed one year ago

T$e result of t$e measure of performance is to identify t$e etent to+$ic$ ne+ recruits lea)eD rat$er t$an longer ser)ing employees.

Employee turno)er s$ould be analysed in order to forecast futurelosses and to identify t$e reasons for people lea)ing t$eorganiBation.

T$e stability inde pro)ides an indication of t$e tendency for longer6

ser)ice employees to remain +it$ t$e company ; t$e degree to+$ic$ t$ere is continuity of employment. T$e inde +ill $o+e)ernot s$o+ t$e )astly dierent situations t$at eist in a company ordepartment +it$ a $ig$ proportion of long6ser)ing employees incomparison +it$ one +$ere t$e maFority of employees are s$ortser)ice.

T$e s$ortcomings of t$e stability inde may be partly o)ercome ifan analysis is also made of t$e a)erage lengt$ of ser)ice of people+$o lea)e 6 '%n4t2 !0 s%*$c% &n&'s$s.

(eriod 1 0an ; /1 ec

Category ess t$an mont$s

to 12%ont$s

1 to 27ears

/ to !7ears

to 1*7ears


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X ea)ers by lengt$ of ser)ice

If re@uired suc$ an analysis could be furt$er re=ned to s$o+ lea)ersby department or unit as +ell as by lengt$ of ser)ice.

Anot$er met$od of analysing turno)er is t$e s#*$*&' &t%. T$is ist$e proportion of employees +$o are engaged +it$in a certainperiod +$o remain +it$ t$e organiBation after so many mont$s oryears of ser)ice. T$usD an analysis of trainees +$o $a)e completedtraining mig$t s$o+ t$at after 2 yearsD 1* of t$e original co$ort of2* +ere still +it$ t$e company 6 a sur)i)al rate of !*W. R plannersmust allo+ for $alf t$e recruits in any one6year to be lost o)er t$enet couple of yearsD unless t$ey ta&e care of t$e factors causingt$e +astage.

A simpler concept deri)ed from sur)i)al rate analysis is t$at t$e2&'0 '$0% $n"%@6 time ta&en for a group or co$ort of starters toreduce to $alf its original siBe t$roug$ t$e +astage process.

AO


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specialiBedD more diKcult to =nd and re@uire more training. T$ecost of labour turno)er is made up of some or all of t$e follo+ingcomponents.

i? o+er production during t$e learning periodii? ost production +$ile t$e employee is being replacediii? (ayment to ot$er employees at o)ertime rates +$ile

+aiting for a replacementi)? (ossible di)ersion of eorts of more $ig$ly s&illed

employees +$ile +aiting for a replacement)? Cost of recruitmentD selection and medical eamination)i? Training costs)ii? Administrati)e cost of remo)ing from and adding to

payroll.

R%"#c$n4 L&!# T#n!*%If an employing =rm +is$es to reduce its labour turno)erD because itconsiders it ecessi)eD it may ta&e t$e follo+ing action:

Recalculate: t$e separation rate for )arious

categories of t$e =rms employees departmentsD are groupsDoccupations to see I turno)er in any of t$ese categories isparticularly $ig$J and if so be in)estigated.

Ensure: t$at selection procedures are ade@uateJ

suitable employees are more li&ely to stay t$an t$e unsuitable. Ensure: t$at t$e immediate super)isorD by being

in)ol)ed in selectionD feels some responsibility to+ards a ne+employee.

C$ec&: t$at employees are being fully utiliBed ;

some may be lea)ing because of boredom or Fob dissatisfaction. O)er$aul: t$e pay structure per$aps using Fob

e)aluation. Introduce: or impro)e an induction course.

-i)e ne+ employees appropriate training

3$o+ t$at prospects in t$e company are good bypromoting from +it$in +$ere)er possible.

Ensure t$at p$ysical +or&ing conditions are

ade@uate.

ANALYSING THE EFFECTS OF PROMOTIONS TRANSFERST$e supply forecast s$ould indicate t$e number of )acancies t$at+ill $a)e to be =lled to meet t$e demand forecast. In a largeorganiBationD persistent patterns or of promotion or transfer mayde)elop and it may be possible to predict t$e proportions of

employees in particular categories +$o are li&ely to be promoted or


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mo)ed in t$e future by starting +it$ a forecast of t$e c$ain reactionfactorD to gi)e a broad indication of t$e number of displacementst$at may occur.

Ass%ss$n4 c2&n4%s $n c!n"$t$!ns !0 3!6 &n" &s%nt%%$s/T$is assessment s$ould co)er factors operating +it$in t$e =rm suc$as c$anges in all t$e follo+ingJ normal +ee&ly $ours of +or&Do)ertime policiesD t$e lengt$ and time of $olidaysD retirement policyDt$e policy for employing part6timers and s$ift systems. T$e eect ofabsenteeism on t$e future supply of employees s$ould also beallo+edD and trends in absenteeism s$ould be analysed to tracecauses and identify possible remedial actions.

ANALYSING SOURCES OF SUPPLYInternal labour mar&et sources include t$e output from establis$edsc$emes or management de)elopment programmes and t$ereser)oirs of s&ill and potential t$at already eists +it$in t$eorganiBation. ut t$e a)ailability pf people from t$e local andnational labour mar&ets is also a )ital factor +$en preparing plans.

It is necessary to identify at an early stage any categories ofemployees +$ere t$ere mig$t be diKculties in recruiting t$enumbers re@uired so t$at action can be ta&en in good time toprepare a recruiting campaignD or to de)elop training or re6trainingprogrammes to con)ert a)ailable sta to meet t$e companyGs

needs.

T2% 0&ct!s t2&t c&n 2&*% &n $/+!t&nt %&$n4 !n t2%s#++' !0 /&n+!3% &%:

. L!c&' L&!# M&6%t (opulation densities +it$in reac$ of t$e company

Current and future competition for employees

from ot$er employers ocal unemployment le)els

Traditional pattern of employment locallyD and t$e

a)ailability of people +it$ t$e re@uired @uali=cations and s&ills T$e output from t$e local educational system and

training establis$ments. T$e attracti)eness of t$e area as a place to li)e

T$e attracti)eness of t$e company as a place to

+or& T$e a)ailability of part6time employees

ocal $ousingD s$opping and transport facilities.

7. N&t$!n&' L&!# S#++'


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emograp$ic trends in t$e number of sc$ool6

lea)ers and t$e siBe of t$e +or&ing population. ational demands for special categories of

employees ; graduatesD professional staD tec$nologistsD

tec$niciansD and s&illed +or&ers. T$e output of t$e uni)ersitiesD professional

institutions and ot$er educational and training establis$ments T$e eect f c$anging educational patterns

T$e impact of national training initiati)es

Impact of go)ernment employment regulations

F$4#%: F&ct!s A1%ct$n4 N&t#% !0 E@t%n&' '&!# M&6%t

e)el of economicacti)ity

-o)ernmentature of t$ecompetition on for

OrganiBations ability to ma&e full

use of t$e labour mar&ete+ Tec$nology,ageN3alary le)els

EducationNtrainingopportunities(opulation

Trade


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RECOCII- 3


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e)elop career programmes and training

pac&ages to attract young people ,idening t$e recruitment net to includeD for

eampleD more +omen re6entering t$e labour mar&et

"inding +ays of tapping alternati)e pools ofsuitable +or&ers e.g. part time employees

Adapting +or&ing $ours and arrangements to t$e

needs of ne+ employees and t$ose +it$ domestic responsibilities (ro)iding more attracti)e bene=t pac&ages e.g.

c$ild care facilities e)eloping t$e talents and ma&ing better use of

eisting employees (ro)iding retraining for eisting and ne+

employees to de)elop dierent s&ills

%a&ing e)ery eort to retain ne+ recruits andeisting sta.

7) THE HUMAN RESOURCE DEELOPMENT PLANT$e R de)elopment plan +ill s$o+:

umber of trainees re@uired and t$e programme

for recruiting and training t$em umber of eisting sta +$o need trainingD

retraining and t$e training programmes re@uired T$e need learning programmes to be de)eloped or

t$e c$anges to be made eisting programmes and courses o+ t$e re@uired #o+ of promotable managers

can be maintained

9) THE RECRUITMENT PLANT$is +ill ta&e account of t$e #o+ of trainees or retraining sta andset out: 6

umbers and types of employees re@uired to ta&e

care of t$e de=cit

i&ely sources of recruits %et$ods of attracting good candidates training

and de)elopment programmesD attracti)e pay and bene=tspac&agesD golden $ellos >money paid up front to recruits?D #eible+or&ing arrangementsD generous relocation paymentsD c$ild carefacilities and so on.

;) THE RETENTION PLANT$is s$ould be based on +$y people +ant to lea)e. Eit inter)ie+smay pro)ide some information but t$ey can be unreliable ; people

rarely gi)e t$e full reasons +$y t$ey are lea)ing. A better met$od is


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to $a)e attitude sur)eys on a regular basis. A retention plan s$ouldaddress eac$ of t$e areas in +$ic$ lac& of commitment anddissatisfaction can arise. 3uc$ areas include: 6

&) PAY(roblems arise because of uncompetiti)eD in e@uitable or unfair paysystems. Remedial action may include: 6

Re)ie+ of pay le)els

0ob e)aluation ; to pro)ide e@uitable grading

decisions Ensure people understand t$e lin& bet+een

performance and re+ard Re)ie+ performance ; related pay sc$emes ;

ensure t$ey are fair. Adapt payment ; by ; results systems to ensure

t$at employees are not penaliBed +$en t$ey are engaged only ons$ort runs

Tailor bene=ts to indi)idual re@uirements and

preferences In)ol)e employees in de)eloping and operating

Fob e)aluation and (R( sc$emes

) JOBSissatisfaction arises if Fobs are unre+arding in t$emsel)es. 0ob

design s$ould maimiBe s&ill )arietyD tas& signi=canceD autonomyand feedbac& and pro)ide opportunities for learning and gro+t$

c) PERFORMANCE


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ac& of proper training may increase resignation s and turno)er.earning programmes and training sc$emes s$ould be de)elopedand introduced +$ic$: 6

-i)e employees t$e competence and con=denceto ac$ie)e set performance standards

En$ance eisting s&ills and competence

elp people to ac@uire ne+ s&ills and competence

; ma&e use of t$eir abilitiesD ta&e greater responsibilityD )ariety oftas&s and earn more under s&ill and competence based paysc$emes.

0) CAREER DEELOPMENTissatisfaction +it$ career prospects is a maFor cause of turno)er.Companies s$ould plan to pro)ide career opportunities by: 6 (ro)iding employees +it$ +ider eperience

Introducing more systematic procedures for

identifying potential suc$ as assessment or de)elopment centres Encourage promotion procedures

(ro)ide ad)ice and guidance on career pat$s.

4) COMMITMENTT$is can be increased by: 6 Eplaining organisations missionD )alue and

strategies Commitment to all employees on time

(ro)ide opportunities for employees to contribute

t$eir ides on impro)ing +or& systems

2) LACK OF GROUP COHESIONEmployees feel isolated and un$appy if t$ey are not part of aco$esi)e team.T$is can be tac&led t$roug$: Team+or&D setting up self ; managedor autonomous +or& groupsD Team building

$) DISSATISFACTION AND CONFLICT


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3electing managersNsuper)isors +it$ +ell6

de)eloped @ualities Training in leaders$ip s&illsD con#ict resolution and

dealing +it$ grie)ances a)e better grie)ance $andling procedures

) RECRUITMENT, SELECTION AND PROMOTIONTurno)er may result from poor selection or promotion decisions.3election and promotion procedures must matc$ t$e capacities ofindi)iduals and demands of t$e +or& t$ey $a)e to do.

6) OER MARKETINGCreating epectations about career de)elopment opportunitiesD

training programs and interesting +or& and not matc$ing t$is +it$reality may lead directly to dissatisfaction and early resignation.Ta&e care not to o)ersellD t$e =rmGs employee de)elopment policies.

=. THE FLEIBILITY PLAN3uc$ a plan s$ould aim to: 6 (ro)ide for greater operational #eibility

Impro)e t$e utiliBation of employees s&ills

and capacities elp to ac$ie)e do+nsiBing smoot$lyD

a)oiding compulsory redundancies

Increase producti)ity

A #eibility plan s$ould consider: 6 e+ arrangements for #eible $ours

Alternati)es to full6time permanent sta

e+ o)ertime arrangements

e+ s$ift +or&ing arrangements

"leible $our arrangements

Alternati)e to full6time permanent sta includes us of temporary

+or&ersD Fob s$aringD $ome +or&ing and tele+or&ingD subcontractingand so on.

>. THE PRODUCTIITY PLANT$is sets out programmes for impro)ing producti)ity or reducingemployment costs in suc$ areas as: 6

TASK

What are the ad!antages of using part time workers$ and what are

the disad!antages


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Impro)ing or streamlining met$odsD procedures

and systems mec$aniBationD automation or computeriBation


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3ponsors$ip of top %anagement ; for R( to +or&D

it must $a)e t$e support of at least one in#uential senioreecuti)e. If t$is is missing t$e process may fail

3iBe of t$e initial eort ; many R( programmes

fail because of an o)ercomplicated initial eort. A goodprogramme s$ould start slo+ and gradually epand. An accurates&ills in)entory and replacement c$art is a good place to start.

Coordination +it$ t$e %anagement and R

functions ; R( must be coordinated +it$ t$e ot$er managementand R functions.


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. T$e plan may indicate recruitment and trainingD +$ic$alt$oug$ desirableD may not be possible due to cas$ #o+constraints

TASKS:

o &he physical relocation of a business's premises creates a number of HR( problems. Which ones are

these?

o Discuss e#amples of outplacement procedures that may be undertaken by an organisation

o Define outplacement and e#plain how it operates


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TOO3 A TECI


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SUCCESSION PLANNINGT$is identi=es speci=c people to =ll &ey positions t$roug$out t$eorganisations. It almost al+ays in)ol)es use of a replacement c$art.3uccession planning is basically a plan for identifying +$o iscurrently in post and +$o is a)ailable and @uali=ed to ta&e o)er int$e e)ent of retirementD )oluntary lea)ingD dismissal or sic&ness.

A typical succession c$art is as s$o+n belo+: 6 >suc$ information iscontained in an organisation replacement c$artD +$ic$ s$o+s bot$incumbents and potential replacements for gi)en positions.

HR Acc!#nt$n4 &n" A#"$t$n4

As used with reference to HRM, these terminologies involve accounting forthe total potential HR of the organisation; i.e. identifying an recording thetotal number of employees, their skills (academic and professional

uali!cations", work e#periences, etc and auditing i.e. counterchecking theaccuracy of HR accounting to determine the right total uantity and ualityof current organisations manpower.

$hrough HR accounting and auditing, sta%ng schedules and manning tableand skills inventories can be prepared to be used for HR& purposes


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SKILL INENTORY PROFORMA

(ER3OA "ACTOR3

ame 66666666666666666666666666666666 (lace of birt$66666666666Age 6666666666666666666666666666666666 (resent address66666666-ender 66666666666666666666666666666 Tel o6666666666666666666666%arital status 6666666666666666666666

E+it$ distinctions?66666666666666666666666666666666666666etails of training completed6666666666666666666666666666666666666666666666666666666666666

EV(ERIECE A 3'I3

0ob areasN =eld of specialiBation66666666666666666666666666666666666666666666666666666666

3pecial s&ills66666666666666666666666666666666666666666666666666666666666666666666666666666666666666Title N title of Fob N Fobs $eld N +it$ period N duration66666666666666666666666666666

AITIOA I"OR%ATIO

(ayNsalary 66666666666666666666666666666666666 -rade666666666666666666666(erformance Ne)aluation ratings 66666666666666666666Absenteeism period666666666666666666666666666666666666666666666666666666666666666666666

isciplinary records66666666666666666666666666666666666666666666666666666666666666666666Career plans666666666666666666666666666666666666666666666666666666666666666666666666666666

epartment

%anager ate

(resent %anagement 0ob$olders (ossiblesuccessors

Ready

(ost 0ob$older Age (erformance

"irst c$oice:3econdc$oice


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A M&n&4%/%nt s#cc%ss$!n c2&t

To be eecti)e replacement c$arts must be periodically updated tore#ect c$anges in scenarios and potential re@uirements.


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S%c!n", is t$at an organisation is LstagnantM to t$e etent t$atemployees are not promotable and no bac&ups $a)e been identi=edto replace t$e incumbents. T$e end product ratio analysis is ano)erall organiBational )itality inde >OI?. T$is is calculated based

on t$e number of promotable personnel and t$e number of eistingbac&ups in t$e organisation.

Do you think better HRP could ha!e pre!ented much of the downsi*ing that

has gone on in many large companies?


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TOPIC ;: RECRUITMENT AND SELECTION

At t$e end of t$is topicD t$e trainee s$ould be able to: 6

Eplain t$e meaning of recruitment and selection

Eplain t$e basis for determining +$en to recruit

Identify sources of recruitment

Apply t$e procedure for recruitment

etermine appropriate organiBationGs policy on

disad)antaged groups e=nitions

Recruitment in)ol)es see&ing and attracting a pool

of people from +$ic$ @uali=ed candidates for Fob )acancies can

be c$osen.

T$ere is a minor distinction bet+een recruitment and selection.Recruitment in)ol)es t$e attraction of suitable candidates to )acantpositionsD bot$ internally and eternally to t$e organisation.3election in)ol)es t$e c$oosing of suitable candidates attracted )iat$e recruitment process.

It is seen as t$e process of see&ing out and attempting to attractindi)iduals in eternal labour mar&ets +$o are capable of and

interested in =lling a)ailable Fob )acancies. It is concerned +it$de)eloping or generating a pool of Fob candidates in line +it$ t$e Rplan.

Recruitment is t$e process of searc$ing for prospecti)e employeesand stimulating and encouraging t$em to apply for Fobs in anorganiBation. 3ince it in)ol)es t$e process of searc$ing forprospecti)e employeesD it is concerned +it$ t$e range of sources ofsupply of labour and t$e tec$ni@ues in)ol)ed in getting t$eemployees into an organisation.

It is an intermediate acti)ity +$ose primary function is to ser)e as alin& bet+een R( and selection. T$e purpose of recruitment is topro)ide a large pool of Fob candidates so t$at t$e organisation +illbe able to select @uali=ed candidates it needs.

Recruitment t$erefore $as no direct eect on t$e @uality ofemployees ta&en into an organisationJ rat$er selection is relied uponto pic& candidates +$o $a)e t$e ability and moti)ation to becomeproducti)e employees of t$e organisation

S$4n$-c&nc% !0 t2% R%c#$t/%nt P!c%ss


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Recruitment enables organisations to recei)e a large pool of Fobapplicants from +$ere s$ort listing and selection of t$e rig$tcandidates can be done. Recruitment is an acti)ity used byorganisations to =ll Fob )acancies +it$ @uali=ed indi)iduals and

$ence t$e attainment of organiBational goals.

"ailure to generate ade@uate numbers of reasonably @uali=ed Fobcandidates can be costly to an organisation in t$e follo+ing +ays: 6

It may greatly complicate t$e selection process

e.g. by leading in etreme casesD to t$e lo+ering of t$e set $iringstandards. o+er @ualities $ires mean an etra ependiture onemployee de)elopment and super)ision to attain satisfactoryle)els of performance.

,$en recruitment fails to meet organiBational

needs for talentD a typical response is to rise t$ey pay le)el butt$is may $o+e)er distort traditional +age and salaryrelations$ips in t$e organisation. A rise in pay le)el +ill beneeded to attract $ig$ly s&illed manpo+er t$at +ill be stimulatedand encouraged to apply for an organisation )acant position.

ac& of @uali=ed candidates may lead to added

costs t$roug$ re6ad)ertisement

BASIS FOR DETERMINING


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F&ct!s In5#%nc$n4 t2% N%%" 0! R%c#$t/%nt1. Epansion and gro+t$ of organisations2. 3eparationsJ )oluntary @uitsD deat$D retirementD retrenc$ment/. %ergers and ta&e o)er ; t$is may call for a need for critical

s&ills absent in t$e organisation especially t$e top position4. 3etting up a ne+ enterprise!. C$anges in tec$nology and met$ods of operation ; ne+

computers mac$ines etc. Restructuring or reengineering. Introduction of ne+ products or ser)ices

SOURCES OF UALIFIED PERSONNELAn organisation may =ll a particular Fob eit$er +it$ someone alreadydeployed by t$e organisation >Internal sources? or +it$ someone

from outside >Eternal sources?. Eac$ source $as ad)antages andalso disad)antages

Int%n&' S!#c%s !0 R%c#$t/%ntT$is includes personnel already on t$e payroll of an organisation ;its +or&force. It is t$e best place to source someone to =ll a )acancybut only for organisations t$at $a)e been eecti)e in recruiting andselecting employees in t$e past.

Recruitment is a costly business. If t$e position can be =lled in anyot$er +ay ot$er t$an direct recruitmentD t$en it +ill be +ort$+$ile

for t$e organisation to pursue suc$ possibilities.

Instead of spending lots of money recruiting a candidate eternallyDa company can =ll a )acancy in a number of +ays:

0ob 3$aring: T$e Fob can be arranged so t$at t$e

tas&s are s$ared out among t+o or maybe t$ree people. T$is isdone on a part6timeNFob s$aring basis. T$is pattern is suitable formot$ers +$o $a)e returned to +or& after $a)ing a family and+$o +ant to combine loo&ing after t$eir families +it$ a career.

O)ertime: T$is is a met$od used to resource pea&s

in production or demand. Employees +or& a set amount of $ourso)er t$eir usual contractual $ours and usually get paid a $ig$erpremium t$an t$eir normal $ourly rate ; sometimes Ltime and a$alf or double timeM

3econdment: T$is operates by sta being

temporarily transferred to +or& in anot$er section or department.T$is can be on bot$ a full time or part time basis.

3ub6contract: y sub6contracting certain Fobs and

dutiesD employers a)oid on6costs li&e national insurancecontributionsD ta and sic& pay. %any large employers use sub6

62


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contracting on a regular basis. 3ub6contracting is also &no+n asoutsourcing.


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promotion t$e li&es and disli&es of t$e management may alsoplay an important role in selection of personnel

)? It seldom contributes ne+ ideas or inno)ations t$atmay be )ery important for progress in a competiti)e economy

)i? Internal sources s$ould only be used if t$e )acancy tobe =lled is +it$in t$e capacity of present employees and ifade@uate employee records $a)e been maintained and anopportunity is pro)ided in ad)ance for employees to preparet$emsel)es for promotion.

)ii? If an organisation promotions from +it$inD it needs astrong employee and management de)elopment programme toensure its people can $andle larger responsibilities.

E@t%n&' S!#c%s !0 R%c#$t/%nt

Eternal recruiting is needed in organisations t$at are gro+ingrapidly or $a)e a large demand for tec$nical s&illed or managerialemployees.

E@t%n&' s!#c%s !0 +%s!nn%' $nc'#"%:

e+ entrants ; to t$e labour mar&et e.g. fres$

college graduatesD sc$ool lea)ers T$e unemployed already in t$e labour mar&et +it$

a +ide range of s&ills and abilities Retired eperienced persons

Employed persons from ot$er organisations

A"*&nt&4%s T$e pool of talent is muc$ larger t$an t$at

a)ailable from internal sources. T$e best selection can be made Eternal sources pro)ide personnel $a)ing s&ills

and training and education as re@uired by t$e $iring organisation Employees $ired from outside can bring ne+

insig$ts and perspecti)es to t$e organisation It is c$eaper to $ire tec$nicalD s&illed or

managerial people from outside rat$er t$an training andde)eloping t$em internally ; in case of immediate demand fort$e talent.

D$s&"*&nt&4%s AttractingD contacting and e)aluating potential

employees is more diKcult Employees $ired from outside need a longer

adFustment or orientation period

64


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Recruiting eternally may cause morale problems

among employees +it$in t$e organisation and +$o feel @uali=edto do t$e Fob

%et$od may be epensi)e and time consuming

T$ere is uncertainty due to c$anges in demand

and supply of labour in t$e labour mar&et

S#//& !0 & %c#$t/%nt &n" s%'%ct$!n +!c%ss etermine t$e )acancy

0ob analysis

0ob descriptions

(ersonnel speci=cations

rafting t$e ad)ert

3ources of recruitment

Arri)al of applicants (re6selection of candidates using

CGsNResumesNApplication forms T$e inter)ie+

T$e Fob oer

T$e induction process

%ETO3 O" ITERA A EVTERA RECR


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Openings s$ould be posted for a speci=ed time period before

internal recruitment begins

Eligibility rules for t$e Fob posting system need to bede)eloped and communicated e.g. t$at no employee can applyfor a posted position unless $eNs$e $as been in $isN$er presentposition for a period of not less t$an mont$s

3peci=c standards for selection s$ould be included in t$e

notice

0ob bidders s$ould be re@uired to list t$eir @uali=cations andreasons re@uesting a transfer or promotion.

In unionised organiBationsD Fob posting and bidding procedures areusually spelled out in collecti)e argaining Agreement.

METHODS OF ETERNAL RECRUITMENT.Eternal recruiting is needed in organiBations t$at are gro+ingrapidly or $a)e a large demand for tec$nicalD s&illed or managerialemployees. T$e pool of talent in t$e eternal sources is muc$ largert$an any+$ere else.

T$e follo+ing are some of t$e met$ods used for eternalrecruitment.

i? R%c!//%n"&t$!ns +%s%nt %/+'!%%sD alsotermedD employee referrals are used especially to =ll lo+ cadre)acancies6t$e semi s&illed and uns&illed Fobs.

ii? Uns!'$c$t%" A++'$c&t$!ns6T$ese are Fob applicationsrecei)ed from candidates +it$out a )acancy eisting in t$ecompany. T$e candidates may send t$eir details to t$e companyas a general en@uiry.

iii? D$%ct L$n66appens +$ere an organiBation $as anestablis$ed relations$ip +it$ a training sc$ool or uni)ersity. T$e

institutions liase +it$ t$e recruiting organiBation and pro)idedetails of suitable candidates. T$e organiBation may be in)ol)ed+it$ t$e institution t$roug$ pro)ision of education material ore)en sc$olars$ips.

i)? C&/+#s R%c#$t$n4:3uc$ acti)ities are co6coordinated byt$e uni)ersity placement centre. OrganiBations send somerecruiters to t$e campus and t$e most promising recruits aret$en in)ited to )isit t$e oKce or plant before a =nal employmentdecision is made. A related met$od of tapping t$e products ofinstitution of $ig$er learning is t$roug$ Co6operating +or&

programmes.66


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)? C!!+%&t$*%

year. 3uc$ programmes are attracti)e as t$ey oer opportunitiesfor bot$ a formal education and +or& eperience.

)i? Int%n%t. T$is ne+est recruitment source oers aninepensi)e +ay to ad)ertise a)ailable positions to a national andglobal audience. T$e Internet $as )arious ad)antagesD includinga )ast pool of potential candidatesD etensi)e searc$ capabilitiesDreduced paper+or&D and t$e ability to update information asoften as necessary.

)ii? R%t$%% ! B&n6s. Company retires +$o are alreadyfamiliar +it$ t$e companyGs culture are a great resource for =llings$ort6term and part6time positions

)iii? P!0%ss$!n&' R%c#$t$n4 F$/s: T$ese are umanResource consultants +$o pro)ide employee recruitmentser)ices. T$ey include %anpo+er 3er)icesD a+&ins andAssociates and so on.

i? T%/+!& H%'+ A4%nc$%s E/+'!%% L%&s$n4C!/+&n$%s:One of t$e fastest gro+ing areas of recruitment is

temporary $elp $ired t$roug$ employment agencies. T$e agencypays t$e salary and bene=ts of t$e temporary $elpJ t$eorganiBation pays t$e employment agency an agreed6upon =gurefor t$e ser)ices of t$e temporary $elp.


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be found $ere oering placement ser)ices for its members e.g.IC(A'D I(% etc

ii? E@%c#t$*% S%&c2 F$/sH%&" H#nt%s: T$eseemployment agencies see& candidates for $ig$ salaried positions

e.g. CEOGs. T$ey belie)e t$at t$e best candidates are not t$ose+$o respond to ad)erts or loo& for ne+ Fobs in ot$er +ays butt$ose +$o are successful in t$eir present Fobs and are nott$in&ing of mo)ing else+$ere.

T$e term $ead6$unter apparently comes +it$ t$e concept of $iring areplacement $ead of an organiBation. Customers of suc$ agenciessee& to =ll $ig$6le)el )acancies.

H%&"2#nt$n4 s+%c$-cs.

A"*&nt&4%s

3a)es administrati)e and ad)ertising costs

Ability to reac$ t$e best in t$e mar&et

Con=dentiality

-ets best =tting candidate for t$e Fob

(reser)es anonymity of recruiting =rm

D$s&"*&nt&4%s

isrupti)e to companies t$at lose t$eir managers

ead6$unters may be bribed to recommend someone

It may mislead potential candidates

%ay not be la+ful

iii? iring at t$e -ate: T$is is suitable +$en employingcasual labourers +$o present t$emsel)es at t$e =rmGs gates+aiting for an employment opportunity.

i)? Ad)ertising: T$is is one of t$e most +idely usedmet$ods of recruitment. (erson speci=cation and Fobdescriptions form t$e basis of e)ery Fob ad)ert. Ad)ertising isa crucial part of t$e recruitment process.

Ad)ertising is intended to reac$ out into t$e labour mar&et +it$ anattracti)e oer for employment aimed at producing an ade@uateresponse in terms of:

En@uiriesNre@uests for details

umbers of suitable applications submitted.

T$e main sources of Fob ad)ertising outside t$e organiBation areJ

local ne+spapersD national ne+spapersD tec$nicalNprofessional68


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FournalsD )ia t$e InternetD )ia Fob centresD )ia ot$er agenciesD postersat t$e factory gates.

T$e eecti)eness of an ad)ertisement for a Fob )acancy can be

Fudged by: 6

umber of in@uiries it stimulates

umber of applications submitted

3uitability of t$e applicants.

An %1%ct$*% ! &"*%t$s%/%nt $s !n% 32$c2:

Identi=es t$e organiBationNindustry +it$ a fe+

preferences

(ro)ides brief details about t$e features of t$e Fob 3ummariBes all t$e essential personal features

re@uired of t$e Fob $older Refers brie#y to any desirable personal features

3tates t$e main conditions of employmentD

including salaryD of t$e Fob. 3tates $o+ and to +$om t$e en@uiry or

application is made (resents all t$e abo)e points in a clear and

attracti)e manner

Conforms to legal re@uirements Attracts suKcient numbers of suitable applicants.

A +ell +ritten ad)ert s$ould contain: t$e Fob titleD bene=ts andincenti)esD trainingD company nameD to +$om t$ey s$ould applyDtelep$one numbersD closing date for applications. Its s$ould $a)e acatc$y $eadline and design t$at +ill attract candidatesD aninteresting and catc$y content t$at ma&es t$e applicants to &eepreading on and an unambiguous tet about t$e Fob.

An ob)ious and important @uery for uman Resources personnel is

+$ic$ met$od of recruitment supplies t$e best talent pool. Onemet$od proposed for increasing t$e eecti)eness of all recruitingmet$ods is t$e use of Realistic 0ob (re)ie+s >R0(?D +$ic$ pro)idecomplete Fob informationD bot$ positi)e and negati)e to t$e Fobapplicant6a departure from t$e early attempts to sell t$eorganiBation and Fob by ma&ing it loo& good. T$e R0( $as been foundto reduce ne+ employee turno)er.

O4&n$&t$!n&' In"#c%/%nts $n R%c#$t/%nt.

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Recruitment see&s to attract a large pool of @uali=ed personnel fort$e Fob opening. OrganiBational inducements are all t$e positi)efeatures and bene=ts t$e organiBation oers to attract Fobapplicants.

T$ree of t$e most popular inducements are: 6$. C!/+%ns&t$!n sst%/s:3tarting salariesD fre@uency

of pay raisesD incenti)es and t$e nature of t$e organiBationsfringe bene=ts can all in#uence t$e number of people attracted)ia a recruitment process.

$$. C&%% !++!t#n$t$%s: OrganiBations t$at $a)e areputation for pro)iding employees +it$ career opportunitiesalso attract large pools of @uali=ed candidates )ia a recruitment

process. T$ese include employee and managementde)elopment opportunitiesD assisting current employees incareer planning s$o+s t$e =rm caresD and also ser)es to attractor as an inducement to potential employees.

$$$. O4&n$&t$!n&' %+#t&t$!n: T$e organiBationGsreputation is also a great inducement to potential +or&ers.

"actors t$at aect reputation include: 6

T$e organiBations general treatment of +or&ers

ature 9 @uality of its products and ser)ices (articipation in +ort$+$ile social endea)ours.

ORGANIATIONAL RECRUITMENT AND SELECTION POLICY.A recruitment policy of an organisation establis$es t$e generalguidelines for t$e staKng process. It speci=es t$e obFecti)es ofrecruitment and pro)ides a frame+or& of implementation t$roug$+ell6establis$ed procedures.

Recruitment policy in)ol)es a commitment to broad principles suc$

as =lling )acancies +it$ t$e best6@uali=ed indi)iduals. It mayembrace se)eral issues suc$ as t$e etent of promotion from +it$inDattitude of t$e enterprise in recruiting its old employeesD friendsDrelati)esD $andicapsD minority groupsD +omen employees andrelati)es of present employees. It may also in)ol)e t$eorganisations systems an

Employee Resourcing- Summarised Lecture Notes

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