HRM-recruitment2008

8/7/2019 HRM-recruitment2008

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Job Analysis

Padma Srinivas

XIME HRM 2008



JOBS� Job is generally defined as ¶a set of

closely related activities carried out

for pay·

� Recent observations indicate the

following,

¶The modern world is on the verge of another leak in

creativity and productivity, but the job is not goingto be a part of tomorrow·s economic reality. Therestill is and will always be enormous amounts of workto do but it will not be contained in the familiar envelops we call jobs. Infact, many organizationsare today well along the path towards being de-

jobbed. XIME HRM 2008



Nature of Job AnalysisJOB ANALYSIS

The procedure for determining the

duties and skill requirements of a job

and the kind of person who should be

hired for it

XIME HRM 2008



Nature of Job AnalysisJOB DESCRIPTION

A list of job·s duties, responsibilities,

reporting relationships, working

conditions, and supervisory

responsibilities-one product of a job

analysis

XIME HRM 2008



Nature of Job AnalysisJOB SPECIFICATION

A list of job·s ¶human requirements·

that is the requisite education, skills,

personality and so on- another product

of a job analysis

XIME HRM 2008



Information collected throughJob Analysis� HR normally collects one or more of the

following types of information via the JA

î Work activities

î Human behavior

î Tools equipment and work aids

î Performance standards

î Job context

î Human requirements

XIME HRM 2008



Use of Job Analysis Information

XIME HRM 2008

Job description & Job specificationJob description & Job specification

RecruitingRecruiting

andand

SelectionSelection

DecisionDecision

PerformancePerformance

ManagementManagement CompensationCompensation TrainingTraining



Collecting JA information� Interview method

� Questionnaires

� Observation

� Participant Dairy / Logs

� Multiple sources

XIME HRM 2008



Writing Job Descriptions� Job Identification

� Job Summary

� Responsibilities and duties

� Authority of incumbent

� Standards of performance

� Working conditions

� Job Specifications

XIME HRM 2008



JA in a ´JOBLESSµ world� From specialized to enlarged jobs

� Job enlargement

� Job rotation

� Job enrichment

XIME HRM 2008



Specialized to Enlarged JobsJob Enlargement

Assigning workers additional same level

activities thus increasing the number of

activities they perform

Job Rotation

Systematically moving workers from one job

another to enhance work team performance

and /or to broaden his or her experience andidentify strong and weak points to prepare

the person for an enhanced role with the

company

XIME HRM 2008



Specialized to Enlarged JobsJob Enrichment

Redesigning jobs i n a way that increases the

opportunities for the worker to experience

feelings of responsibility, achievement, growthand recognition

XIME HRM 2008



Why managers are dejobbing� Dejobbing ² broadening the

responsibilities of the company·s jobs

and encouraging employees not to limit

themselves to what·s on their jobdescription.

� Flatter organizations

� Work teams

� Boundaryless Organization

� Reengineering

XIME HRM 2008



Planning and Forecasting� The process of deciding what positions

will have to be filled and how

� Employment planning should be an

integral part of a company·s strategic and

HR planning process

� Projected openings can be filled from

within or from outside

XIME HRM 2008



Forecasting personnel needs� Trend Analysis

� Ratio Analysis

� Scatter Plot

� Using computers to forecast personnel

requirements

XIME HRM 2008



Forecasting� Inside candidates

� Outside candidates

XIME HRM 2008



Effective Recruiting� Developing an applicant pool

� Recruitment efforts should make sense in

terms of the company·s strategic plans

� Some recruiting methods are superior to

others

� Success depends on other HR issues and

policies

� Bottomline ² Recruiting plans must be

consistent and should be in line with

company·s strategy

XIME HRM 2008



Internal sources of candidates� Job posting

� Re-hiring former employees

� Succession planning

XIME HRM 2008



External sources of candidates� Advertising

� Employment agencies

� Temp agencies and alternative staffing

� Off-shoring / outsourcing

� Campus recruitment

� Employee reference� Executive recruiters (headhunters)

� Internet

XIME HRM 2008



Recruitment yield

XIME HRM 2008

1200

300

150

100

50 New hires

Offers made

Cand interviewed

Cand invited

Leads generated



Employee Testing and

Selection

XIME HRM 2008



Importance of careful selection� Manager·s performance depends on that

of subordinates

� Employees with the right skill and

abilities will perform well

� Those with low skill and abilities will not

produce desired results

� Recruiting, hiring and training employeesis expensive

XIME HRM 2008



Basic testing concepts� Reliability

� Validity

� Criterion validity ² scores on the test arerelated to job performance

� Content validity ² contains a fair sample

of the tasks and skills needed for the job

XIME HRM 2008



Validating tests� Job requirements

� Choose the tests

� Administer the test

� Relate your test scores to the criteria

� Cross-validate and revalidate

XIME HRM 2008



Types of tests� Tests of cognitive abilities

î Intelligence tests-memory, vocabulary,

numeral ability

î Specific cognitive ability ² reasoning,memory, verbal ability, numerical ability

� Test of motor and physical ability

� Measuring personality and interests

� Achievement test ² school tests

� Web-based testing

XIME HRM 2008



Work samples and simulations� Work sampling and employee selection

� Management assessment centers

î The in-basket

î Leaderless group discussions

î Management games

î Individual presentations

î Objective tests

î The interview

XIME HRM 2008



Background investigations� Reference checks

î To verify factual information

î Uncover damaging information

XIME HRM 2008

Documents

HRM-recruitment2008