Professional Documents
Culture Documents
Assignment No.
Discipline
Term
Submitted By
Examination Roll No.
ASSIGNMENT QUESTIONS
Q.1: Job Application Blank, Personal Data, Education and Skill, References?
Q.2: Job Design, Job Analysis, Job Description, Job Specification?
Q.3: Recruitment Constraint and Challenges , Organizational Polices, Internal
Recruitment Channels
External Recruitment?
Q.4: The Supply of HR, Estimate of External Supply, and Implementation of HR
polices?
Q.5: The Demand for Human Resource, Forecasting Techniques, Human
Resource Recruitment?
Q.1: Job Application Blank, Personal Data, Education and Skill, References?
Job Application Blank
Employment applications request a wide variety of personal information
ranging from your social security number to questions about your personal
hobbies and interests. The following list provides examples of how to
because it reflects your interests and abilities. Highlight any club activities,
volunteer work, or organizations you belong to that may relate to the job you
are seeking. List any special skills, abilities, experience and/or training that
relate to the position you want. If you were in the military service, emphasize
the duties you performed that relate to the job for which are applying. Have
all appropriate forms available, such as certificates.
References
Always talk to your references before beginning your work search to ask
permission to use their names, addresses, and phone numbers on your
application. Former employers, teachers, business acquaintances, and the
clergy are all acceptable references.
Be sure to have both personal and professional references
available.
Start working on your list of references well before you begin
applying for a job.
Q.2: Job Design, Job Analysis, Job Description, Job Specification?
Job Design
Work arrangement (or
rearrangement)
aimed
at
reducing
or
from
by
offering non-monetary
rewards such
as
rotation,
and job
simplification are
the
the
job
requires
for
the
most
efficient methods of
satisfaction,
doing
job,
(b) enhancement of
of
a job
analysis.
It
generally
includes duties,
and
the
name
Job
or designation of
description
the person to
basis
whom
of
job
specification.
Job Specification
A statement of employee characteristics and qualifications required for
satisfactory performance of
specific job or function.
Job
is
derived
from job
analysis.
candidates may begin to view the vacancy as not in line with their current expectations
(e.g. challenging work, excellent rewards, flexible schedules and so on).
The most suitable ones may not have been motivated to apply due to several other
constraints.
>> Poor image: If the image of a firm is perceived to be low (due to factors such as
operating in a declining industry, earning a bad name because of environmental
pollution, poor quality products, nepotism, insider trading allegations against promoters
etc.), the likelihood of attracting a large number of qualified applicants is reduced.
>> Unattractive job: If the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true in case
of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities
and generally do not reward performance in a proper way. (e.g., jobs in departmental
undertakings such as Railways, Post and Telegraphs, public sector banks and
Insurance companies failing to attract talent from premier management institutes.)
>> Conservative internal policies: A policy of filling vacancies through internal
promotions based on seniority, experience, job knowledge etc. may often come in the
way of searching for qualified hands in the broader job market in an unbiased way.
Likewise, in firms where powerful unions exist, managers may be compelled to pick up
candidates with questionable merit, based on issues such as caste, race, religion,
region, nepotism, friendship etc.
>> Limited budgetary support : Recruiting efforts require money. Sometimes because
of limited resources, organisations may not like to carry on the recruiting efforts for long
periods of time. This can, ultimately, constrain a recruiters efforts to attract the best
person for the job.
>> Restrictive policies of government: Governmental policies often come in the way
of recruiting people as per the rules for company or on the basis of merit/seniority, etc.
For example, reservations for special groups (such as scheduled castes, scheduled
tribes, backward classes, physically handicapped and disabled persons, ex-servicemen,
etc.) have to be observed as per Constitutional provisions while filling up vacancies in
government corporations, departmental undertakings, local bodies, quasi-government
organisations, etc.
Recruitment and Selection policy
A recruitment and selection policy is a statement of principles, outlining how
your organisation will conduct its recruitment and selection process.
The aim of such a policy is to ensure that a transparent and unbiased
recruitment and selection process is followed; one that results in the
appointment of the best candidate, based solely on merit and best-fit with
your organisational values, philosophy, and goals.
Five good reasons for having such a policy are to ensure:
the
screening
stage,
the key
selection
criteria should
have
been
determined before the job was advertised and clearly displayed in the
advertisement and job description.
Each candidate would then be evaluated according to those criteria only.
When interviewing candidates, the same interviewers should be present at
each interview and a set of pre-determined questions asked of each
candidate, allowing them equal time to respond.
Reference checks should be conducted before any appointment is made and
should be carried out in a consistent manner (i.e. asking similar questions of
each candidates referees and former employers).
It should be noted that treating everyone consistently does not always imply
fairness. If a candidate is at a disadvantage for any reason (i.e. has a
disability), you may need to take their individual circumstances into account,
so they are given an equal opportunity to present their case.
3. Legality: Privacy and equal opportunity legislation require that the
recruitment process is conducted in a fair and transparent manner and a
good recruitment and selection policy will always make this very clear to
recruiters.
During no stage of the recruitment process (from advertisement to interview)
can there be anydiscriminatory behaviour, based on a persons age, sex,
marital status, religion, nationality, sexual orientation or disability.
A candidate may have recourse to legal action if they feel they have been
discriminated against, so impartiality is not only the right thing to do, its
also good risk management practice.
Discrimination may be quite unintentional.
For example, using terms in a job advertisement such as young and
energetic or new graduate may seem harmless enough, but should be
avoided as they are implying that you must be young to apply for the job.
Privacy
laws
also
require
that
candidates
application
is
treated
Procedural fairness.
Adherence to such a policy will not only ensure job applicants are treated
fairly, but will also greatly increase your chances of securing the best
possible people for your organisation.
Internal Sources of Recruitment
Internal sources of recruitment seeks applicants for positions from within
the company. In deciding requirement of employees, initial consideration
should be given to a companys current employees, which is concerned with
internal recruitment. They include those who are already available on the
pay roll of the company. This is important source of recruitment as it provides
opportunities for better development and utilization of existing human
resources in the organization.
The various internal sources of recruitment include:
1.
2.
3.
5.
6.
7.
Internal
Notification
(Advertisement): Sometimes,
management
Sometimes
the
organization
contacts
though
or
Familiarity
with
own
knowledge and familiarity with the strengths and weaknesses of its own
employees than of strange on unknown outsiders.
Economical
recruitment: In
case
of
internal
recruitment,
the
organization does not need to spend much money, time and effort to
locate and attract the potential candidates. Thus, internal recruitment
proves to be economical, or say, inexpensive.
the
company. External
employees
already
worked
for
major
2.
4.
universities
and
institutes
are
7.
8.
9.
Recommendations
and
are
certain
people who have experience in a particular area. They enjoy goodwill and a
stand in the company. There are certain vacancies which are filled by
recommendations of such people. The biggest drawback of this source is that
the company has to rely totally on such people which may later on prove to
be inefficient.
10.
11.
reach certain types of job applicants such as skilled workers. Radio and
television are used but sparingly, and that too, by government departments
only. Companies in the private sector are hesitant to use the media because
of high costs and also because they fear that such advertising will make the
companies look desperate and damage their conservative image. However,
there is nothing inherently desperate about using radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a
popular option for recruitment today. There are specialized sites like
naukri.com. Also, websites of companies have a separate section wherein;
aspirants can submit their resumes and applications. This provides a wider
reach.
12.
a pool of employees, out of whom some may not be necessary any longer. As
known companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But it can help in creating the talent pool
or the database of the feasible candidates for the organisation.
Evaluation of External Sources of Recruitment
The merits of external sources of recruitment are;
The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
The management will be able to fulfill reservation requirements in favour of
the disadvantaged sections of the society.
Scope for resentment, heartburn and jealousy can be avoided by recruiting
from outside.
HR
policies
will
simplify
the
workforce
management
HR Demand Forecasting
Forecasting human resource demand is the process of estimating the future
human resource requirement of right quality and right number. As discussed
earlier, potential human resource requirement is to be estimated keeping in
view the organisation's plans over a given period of time. Analysis of
employment trends; replacement needs of employees due to death,
resignations, retirement termination; productivity of employees; growth and
expansion of organisation; absenteeism and labour turnover are the relevant
factors for human resourced forecasting. Demand forecasting is affected by a
number
of
external
and
internal
factors.
Job analysis and forecasting about the quality of potential human resource
facilitates demand forecasting. So, existing job design must be thoroughly
evaluated taking into consideration the future capabilities of the present
employees.
Employment trends;
Replacement needs;
Productivity;
Absenteeism; and
forecasting.
Under
this
approach,
top
management
and
departmental heads meet and decide about the future human resource
requirement. So, demand of human resources can be forecasted with
unanimity under this approach.
(b) Work-Study Technique: This technique is also known as 'work-load
analysis'. This technique is suitable where the estimated work-load is easily
measureable. Under this method, estimated total production and activities
for a specific future period are predicted. This information is translated into
number of man-hours required to produce per units taking into consideration
the capability of the workforce. Past-experience of the management can help
in translating the work-loads into number of man-hours required. Thus,
demand of human resources is forecasted on the basis of estimated total
production and contribution of each employee in producing each unit items.
The following example gives clear idea about this technique.
Let us assume that the estimated production of an organisation is 3.00.000
units. The standard man-hours required to produce each unit are 2 hours.
The past experiences show that the work ability of each employee in man-
hours is 1500 hours per annum. The work-load and demand of human
resources can be calculated as under:
The above example clearly shows that 400 workers are needed for the year.
Further, absenteeism rate, rate of labour turnover, resignations, deaths,
machine break-down, strikes, power-failure etc. should also be taken into
consideration
while
estimating
future
demand
of
human
resources/
manpower.
(c) Ratio-Trend Analysis: Demand for manpower/human resources is also
estimated on the basis of ratio of production level and number of workers
available. This ratio will be used to estimate demand of human resources.
The following example will help in clearly understanding this technique.
Estimated production for next year = 1,40,000 units
Estimated no. of workers needed
(on the basis of ratio-trend of 1: 200) will be = 700
(d) Econometrics Models: These models are based on mathematical and
statistical techniques for estimating future demand. Under these models
relationship is established between the dependent variable to be predicted
until
all
experts
agree
on
estimated
human
resources
requirement.
(f) Other Techniques: The other techniques of Human Resources demand
forecasting are specified as under:
(a) Following
(b) Organisation-cum-succession-charts
(c) Estimation based on techniques of production
(d) Estimates based on historical records
(e) Statistical techniques e.g. co-relation and regression analysis.
THE END