1. UNIT – III
HRM

3. Human ResourceHuman Resource
ManagementManagement
JOB ANALYSISJOB ANALYSIS

4. What is a job?What is a job?
J0bJ0b
– Group of related activities and dutiesGroup of related activities and duties
– Made up of tasksMade up of tasks
TasksTasks
– Basic elements of jobsBasic elements of jobs
– ““what gets done”what gets done”

5. STAGES OF HRMSTAGES OF HRM
5

6. TheThe JOB ANALYSISJOB ANALYSIS
 A job analysis is the process used to collectA job analysis is the process used to collect
information about the duties, responsibilities,information about the duties, responsibilities,
necessary skills, outcomes, and worknecessary skills, outcomes, and work
environment of a particular job.environment of a particular job.
 Process of defining a job in terms of itsProcess of defining a job in terms of its
component tasks or duties and the knowledge orcomponent tasks or duties and the knowledge or
skills required to performskills required to perform themthem
DECISION IS MADE TO CHECK THAT:DECISION IS MADE TO CHECK THAT:
Whether already existing post is valuableWhether already existing post is valuable
or not.or not.
To create a Post.To create a Post.

8. What to do??What to do??
1.1. Discuss the nature of job analysis, includingDiscuss the nature of job analysis, including
what it is and how it’s used.what it is and how it’s used.
2.2. Use at least three methods of collecting jobUse at least three methods of collecting job
analysis information, including interviews,analysis information, including interviews,
questionnaires, and observation.questionnaires, and observation.
3.3. Explain job analysis in a “jobless” world,Explain job analysis in a “jobless” world,
including what it means and how it’s done inincluding what it means and how it’s done in
practice.practice.

9. JOB ANALYSIS PROCESSJOB ANALYSIS PROCESS

11. Steps in Job AnalysisSteps in Job Analysis
ProcessProcess
1.1. Job descriptions—Task requirementsJob descriptions—Task requirements
– Statement that explains duties workingStatement that explains duties working
conditions, etc. of a jobconditions, etc. of a job
2.2. Job specifications—PersonJob specifications—Person
requirementsrequirements
– Statement of what a job demands of theStatement of what a job demands of the
incumbentincumbent
– E.g., knowledge, skills, abilities (KSAs) and otherE.g., knowledge, skills, abilities (KSAs) and other
characteristics required tocharacteristics required to perform jobperform job

12. 3.3. Performance standardsPerformance standards
– What is expected of workersWhat is expected of workers
– JA may provide performance standardsJA may provide performance standards
for job where performance is readilyfor job where performance is readily
quantified, measurable, etc.quantified, measurable, etc.
– May need to be augmented – e.g.,May need to be augmented – e.g.,
participative goal-settingparticipative goal-setting
 All of these uses form foundation forAll of these uses form foundation for
various HRM systemsvarious HRM systems

13. Important Applications ofImportant Applications of
Job AnalysisJob Analysis
 The Job Analysis provides the foundationThe Job Analysis provides the foundation
for almost everything HR is involved in.for almost everything HR is involved in.
– Job DescriptionsJob Descriptions
– Employee SelectionEmployee Selection
– TrainingTraining
– Performance AppraisalsPerformance Appraisals
– Job ClassificationJob Classification
– Job EvaluationJob Evaluation
– Job Design and RedesignJob Design and Redesign

14. Reasons For ConductingReasons For Conducting
Job AnalysisJob Analysis
 Training & DevelopmentTraining & Development
 StaffingStaffing
 Compensation& BenefitsCompensation& Benefits
 Safety and HealthSafety and Health
 Employee & laborEmployee & labor
relationshiprelationship

15. METHODSMETHODS
 Direct observationDirect observation
 Interview of existing post holderInterview of existing post holder
 Interview of immediateInterview of immediate
supervisorsupervisor
 QuestionnairesQuestionnaires
 Previous studiesPrevious studies
 Work dairies for employeesWork dairies for employees

16. Methods of Job Analysis:Methods of Job Analysis:
ObservationObservation
 Information SourceInformation Source
– Observing and noting the physical activities ofObserving and noting the physical activities of
employees as they go about their jobsemployees as they go about their jobs
 AdvantagesAdvantages
– Provides first-hand informationProvides first-hand information
– Reduces distortion ofReduces distortion of
informationinformation

17. Observation:Observation:
 Disadvantages:Disadvantages:
– Time consumingTime consuming
– Difficulty in capturing entire job cycleDifficulty in capturing entire job cycle
– Of little use if job involves a high level ofOf little use if job involves a high level of
mental activitymental activity
– Observer’s Difference of mental disposition.Observer’s Difference of mental disposition.
– Analyst’s caliber should match employee’sAnalyst’s caliber should match employee’s
calibercaliber

18. Methods of Job Analysis:Methods of Job Analysis:
The InterviewThe Interview
 Information SourcesInformation Sources
– Individual employees (existing job holder)Individual employees (existing job holder)
– Immediate boss (Supervisors )Immediate boss (Supervisors )
with knowledge of the job.with knowledge of the job.
 Interview formatInterview format
StructuredStructured
UnstructuredUnstructured

19. The Interviews:The Interviews:
 AdvantagesAdvantages
– Quick, direct way to find overlookedQuick, direct way to find overlooked
information required.information required.
 DisadvantagesDisadvantages
– Exaggeration or depreciation of importance of jobExaggeration or depreciation of importance of job
– In case of supervisor, he may not be interesting inIn case of supervisor, he may not be interesting in
the JD of the subordinates.the JD of the subordinates.
– Attitude may not be supportive.Attitude may not be supportive.
– Difference in perception, attitude and aptitude of theDifference in perception, attitude and aptitude of the
interviewee.interviewee.
– Lack of communication.Lack of communication.
– Analyst’s caliber should match employee’s caliber.Analyst’s caliber should match employee’s caliber.

20. Methods of Job Analysis:Methods of Job Analysis:
QuestionnairesQuestionnaires
 Information Source:Information Source:
Have employees fill out questionnaires to describeHave employees fill out questionnaires to describe
their job-related duties and responsibilities.their job-related duties and responsibilities.
 Questionnaires format:Questionnaires format:
1.1. Structured checklist.( to identify theStructured checklist.( to identify the
task performed)task performed)
2.2. Open ended questionsOpen ended questions

21. QuestionnairesQuestionnaires
 AdvantagesAdvantages
– Quick and efficient way to gather informationQuick and efficient way to gather information
from large numbers of employeesfrom large numbers of employees
– Quick and economical to useQuick and economical to use
 DisadvantagesDisadvantages
– Expense and time consumed in preparing andExpense and time consumed in preparing and
testing the questionnaire.testing the questionnaire.
– Becomes less useful where the employeesBecomes less useful where the employees
lack verbal skills.lack verbal skills.

22. Methods of Job Analysis:Methods of Job Analysis:
Previous studiesPrevious studies
 Information source:Information source:
Past record of any employee.Past record of any employee.
The analyst keeps the past record of theThe analyst keeps the past record of the
employees and keeps the previous experiencesemployees and keeps the previous experiences
and issues related to the job analysis process ofand issues related to the job analysis process of
the organization.the organization.

23. Previous studiesPrevious studies
 AdvantagesAdvantages
Easy to use this method.Easy to use this method.
Helps to find out that whether it isHelps to find out that whether it is
beneficial or notbeneficial or not
 DisadvantagesDisadvantages
Wrong assessment of previous postWrong assessment of previous post
Bad performance of previousBad performance of previous
employeeemployee

24. Methods of Job Analysis:Methods of Job Analysis:
Work DiariesWork Diaries
 Information SourceInformation Source
– Workers keep a chronological diary/ log ofWorkers keep a chronological diary/ log of
what they do and the time spent on eachwhat they do and the time spent on each
activity.activity.

25. Work DiariesWork Diaries
 AdvantagesAdvantages
– Produces a more complete picture of the jobProduces a more complete picture of the job
– Employee participationEmployee participation
– Maintained on daily basis.Maintained on daily basis.
 DisadvantagesDisadvantages
– Distortion of informationDistortion of information
– Depends upon employees to accurately recallDepends upon employees to accurately recall
their activitiestheir activities

26. Methods of Job Analysis:Methods of Job Analysis:
Manager trying the jobManager trying the job
 This method is used to check the newThis method is used to check the new
post.post.
 In this method the manager start a newIn this method the manager start a new
job to check that whether this job isjob to check that whether this job is
beneficial or not.beneficial or not.
 It’s a risky step to take because it mayIt’s a risky step to take because it may
cause many fundamental problems.cause many fundamental problems.

27. Advantages and disadvantagesAdvantages and disadvantages
 Advantages:Advantages:
1.1. Very fruitful if the manager is anVery fruitful if the manager is an
experienced analyst and strategic riskexperienced analyst and strategic risk
taker.taker.
 Disadvantages:Disadvantages:
1.1. Very expensiveVery expensive
2.2. RiskyRisky
3.3. Time consumingTime consuming

28.  The person who conducts job analysisThe person who conducts job analysis
is interested in gathering data on whatis interested in gathering data on what
is involved in performing a particularis involved in performing a particular
job.job.
 Types of data collected, that may helpTypes of data collected, that may help
in analysis are,in analysis are,
( WORK ACTIVITIES,WORK( WORK ACTIVITIES,WORK
PERFORMANCES,WORKPERFORMANCES,WORK
SCHEDULES,PERSONAL REQUIRMENTS).SCHEDULES,PERSONAL REQUIRMENTS).

29. Human resource expertsHuman resource experts
cannot rely on individual jobcannot rely on individual job
analysis techniques soanalysis techniques so
normally all the methods arenormally all the methods are
used collectively.used collectively.

30. The Systematic Approach ToThe Systematic Approach To
RecruitmentRecruitment
ConceptConcept ofof RecruitmentRecruitment
““It is a process concerned with theIt is a process concerned with the
identification of sources from whereidentification of sources from where
the personnel can be employed andthe personnel can be employed and
motivating them to offer themselvesmotivating them to offer themselves
for employmentfor employment.”.”

31. Definition of RecruitmentDefinition of Recruitment::
Recruitment is a process of finding andRecruitment is a process of finding and
attracting capable applicants forattracting capable applicants for
employment. The process begins when newemployment. The process begins when new
recruits are sought and ends when thenrecruits are sought and ends when then
applications are submitted.applications are submitted.

32. Recruitment PolicyRecruitment Policy
Recruitment policy spells out the objectivesRecruitment policy spells out the objectives
and principles of the recruitment andand principles of the recruitment and
provides a framework for implementationprovides a framework for implementation
of the recruitment programmes in the formof the recruitment programmes in the form
of procedures. It covers following areas:of procedures. It covers following areas:
 To prescribe whether the recruitment would beTo prescribe whether the recruitment would be
centralized or decentralized at unit levels. This iscentralized or decentralized at unit levels. This is
important for organization which has more thanimportant for organization which has more than
one unit located at different placesone unit located at different places..
 To prescribe the degree of emphasis thatTo prescribe the degree of emphasis that
would be placed on recruiting from insidewould be placed on recruiting from inside

33. or outside the organization and different outsideor outside the organization and different outside
sources.sources.
 To provide the weightage that would be given toTo provide the weightage that would be given to
certain categories of people such as localcertain categories of people such as local
population, physical handicapped personnel,population, physical handicapped personnel,
personnel from scheduled castes/tribes and otherpersonnel from scheduled castes/tribes and other
backward classes. It should also be provided howbackward classes. It should also be provided how
to deal with the cases of pressure candidates forto deal with the cases of pressure candidates for
whose selection pressure is mounted from outsidewhose selection pressure is mounted from outside
influential sources.influential sources.
 To specify the degree of flexibility with regard toTo specify the degree of flexibility with regard to
age, qualifications, compensation structureandage, qualifications, compensation structureand
other service conditions.other service conditions.

34.  To prescribe the personnel who would beTo prescribe the personnel who would be
involved in recruitment process and the role ofinvolved in recruitment process and the role of
HR department in this regard.HR department in this regard.
 To specify the budget for meeting theTo specify the budget for meeting the
expenditure incurred in completing recruitmentexpenditure incurred in completing recruitment
process.process.

35. Factors Affecting Recruitment PolicyFactors Affecting Recruitment Policy
& Programme& Programme::
There are two factors affecting recruitment policyThere are two factors affecting recruitment policy
and programme of an organization:and programme of an organization:
External FactorsExternal Factors::
 Nature of competition for human resourcesNature of competition for human resources
 Legal factorsLegal factors
 Socio – cultural factorsSocio – cultural factors
 External InfluencesExternal Influences

36. Internal ResourcesInternal Resources::
 Organizational ImageOrganizational Image
 Size of OrganizationSize of Organization
 Types of personnel to be recruitedTypes of personnel to be recruited
 Past practicesPast practices

39. Recruitment ProceduresRecruitment Procedures
It consists various activitiesIt consists various activities through which searchthrough which search
of prospective personnel – both in quality andof prospective personnel – both in quality and
quantityquantity – as indicated by HRP and job– as indicated by HRP and job
description and job specification is made.description and job specification is made.
Recruitment
Planning
Source of
Recruitment
Contracting
Source
Application
Pool
To
Selection
Process
Evaluation And Control

40. Recruitment PlanningRecruitment Planning
It involves the determination of number ofIt involves the determination of number of
applicants and types of applicants to be contacted.applicants and types of applicants to be contacted.
 Number of contactsNumber of contacts
 Types of contactsTypes of contacts

41. Source of RecruitmentSource of Recruitment
Two sources of supplying manpower – Internal
Source and external source.
Internal Sources: Internal sources may be of two
types :
 Present Personnel: Promoting & Transferring,
Overstaffing
 Personnel Referrals: Referrals from existing
personnel.
External Sources: External sources are those
through which an organization makes contacts
with prospective candidates, either directly or
indirectly.

44. Methods of Contracting SourcesMethods of Contracting Sources
Based on Personnel to be RecruitedBased on Personnel to be Recruited
1)Managerial/Technical Personnel1)Managerial/Technical Personnel
 AdvertisementAdvertisement
 InternetInternet
 Walk-insWalk-ins
 Campus – recruitmentCampus – recruitment
 Job FairsJob Fairs
 Consultancy FirmsConsultancy Firms
 Personnel ContactsPersonnel Contacts
2)2) Operative PersonnelOperative Personnel
 Public employment exchangePublic employment exchange
 Labour UnionsLabour Unions
 Emloyee referralsEmloyee referrals

45. Based on Movement of the OrganizationBased on Movement of the Organization
1)1) Direct MethodsDirect Methods
 AdvertisementAdvertisement
 Internet RecruitingInternet Recruiting
 Campus RecruitingCampus Recruiting
 Job FairsJob Fairs
 Personnel ContactsPersonnel Contacts
 Gate HiringGate Hiring
2)2) Third Party MethodsThird Party Methods
 Consultancy FirmsConsultancy Firms
 Public Employment ExchangePublic Employment Exchange
 Labour UnionsLabour Unions
 Employee referralsEmployee referrals
 Labour Contractors.Labour Contractors.

46. Evaluation of RecruitmentEvaluation of Recruitment
The post action evaluation of a recruitment programme hasThe post action evaluation of a recruitment programme has
important implications for further recruitmentimportant implications for further recruitment
programmes.programmes.
1.1. Cost of salary and other perquisites of recruiters.Cost of salary and other perquisites of recruiters.
2.2. Cost of advertisement or other recruitment methodsCost of advertisement or other recruitment methods
3.3. Cost of producing, supporting literature.Cost of producing, supporting literature.
4.4. Recruitment overheads and administrative expenses.Recruitment overheads and administrative expenses.
The total recruitment programme should be evaluated inThe total recruitment programme should be evaluated in
the lights of its objectives and costs involved. For thisthe lights of its objectives and costs involved. For this
purpose, various qualitative and quantitative criteria canpurpose, various qualitative and quantitative criteria can
be developed to measure the effectiveness of abe developed to measure the effectiveness of a
recruitment programmes.recruitment programmes.

47. • No. of applicants receivedNo. of applicants received
• Number of applicants rejected at different stages ofNumber of applicants rejected at different stages of
recruitment and selection process.recruitment and selection process.
• Ratio of candidates selected or rejectedRatio of candidates selected or rejected
• Ratio of candidates selected and candidates joinedRatio of candidates selected and candidates joined
• No. of candidates joined and candidates retained over aNo. of candidates joined and candidates retained over a
period time, say six months or one year.period time, say six months or one year.
• Performance of the candidates joined and remained withPerformance of the candidates joined and remained with
the organization.the organization.
• Cost involved in recruiting programme.Cost involved in recruiting programme.