Recruitment

& Selection
• Recruitment
• Selection & its tools
• Role of Job analysis
• Compensation
• Types of compensation
• Other employee benefits
 Recruitment
• Tata owned Jaguar-Land Rover (JLR) has
announced a major drive to recruit 600
engineers and technical staff to work on its
700-million-pounds projects
• Besides, there are a "significant number" of
vacancies in its purchasing, finance and human
resources departments. It is also launching a
programme aimed at recruiting
 Recruitment
• Problem of booming B Schools
• Headhunters scouting around for MBAs
• 2000 witnessed an alarming rise in number of
institutes, offering management education both
at the undergraduate & PG
• All these needs at least 200 MBAs for teaching
faculty
• Most of MBAs join industries
• Management are worried
• Where to find qualified & eligible MBA’s…?
 Recruitment
Recruitment is the process of searching for
prospective employees and stimulating them
to apply for jobs in the organizations.

Selection starts where

recruitment ends
 Selection:
• Is the process of discovering the
qualifications & characteristics of
the job applicant in order to
establish their likely suitability for
the job position.

•A good selection requires a

methodical approach to the
problem of finding the best
matched person for the job.
 Its better not to select
then selecting a bad candidate
Job Analysis

MODULE 1
Job Analysis.
–What is it …?
–Why we need it …?
–How do we do it ….?
 Job-----------------?

• Job
– A group of related activities and duties
• Position
– The different duties and responsibilities performed by
only one employee
• Job Family
– A group of individual jobs with similar characteristics
 Job Analysis
• A process to identify and determine in detail the particular job
duties and requirements and the relative importance of these
duties for a given job.
• Job analysis is a systematic approach to defining the job role,
description, requirements, responsibilities, evaluation, etc.
• It helps in finding out required level of education, skills,
knowledge, training, etc for the job position.
• It also depicts the job worth i.e. measurable effectiveness of the
job and contribution of job to the organization.
Goal
– Determine the duties and responsibilities of a
particular job
– Determine how the job relates to other jobs and
the level of importance of the job
– Determine the necessary qualifications in order
to perform the job
– Determine the working conditions associated
with the job.
 The Job; not the person
• An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person.
• While Job Analysis data may be collected from
incumbents through interviews or questionnaires, the
product of the analysis is a description or
specifications of the job, not a description of the
person.
 Purpose of Job Analysis
• The purpose of Job Analysis is to establish and
document the 'job relatedness' of employment
procedures such as
• Recruitment
• Selection
• Training
• Compensation
• Performance appraisal
 Relationship of Job Requirements
to Other HRM Functions
Job
JobRequirements
Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employee’s
employee’s rateof
rate ofpay
pay
Management
 Job Analysis
• A purposeful, systematic process
for collecting information on the
important work-related aspects of
a job
 What Aspects of a Job Are Analyzed?
• Job Analysis should collect information on the
following areas:
– Duties and Tasks

– Environment

– Tools and Equipment

– Relationships.

– Requirements
• Who is involved in the job analysis?
– Management

– Supervisors

– Job analysts

– Job incumbent

– Unions

– Consultants
 Methods of Job Analysis
• Several methods exist that may be used
individually or in combination. These
include:
– Job analysis interviews,
– job analysis questionnaire,
– task analysis inventory,
– position analysis questionnaire,
– subject expert workshops,
– Fleishman Job Analysis survey,
– functional job analysis,
– Job element method,
– critical incident technique
 Job Analysis Interview
The Job Analysis Interview: method to
collect a variety of information from an
incumbent by asking the incumbent to
describe the tasks and duties performed.
Allows the incumbent to describe tasks
and duties that are not observable. The
incumbent may exaggerate or omit tasks
and duties
 Job Analysis Questionnaire
• Questionnaires
– Employees answer questions about the job’s tasks
and responsibilities
– Each question is answered using a scale that
rates the importance of each task
• The questionnaire includes:
– Specific questions about the job
– Job requirements
– Working conditions
– Equipment
 Task Analysis Inventory
Organization specific analysis developed by
identifying with the help of managers and
employees regarding the list of tasks and
their descriptions that are components of
different job.
Position Analysis Questionnaire
• A structured, behavioral questionnaire
• 194 items in 6 categories
– Information input
– Mental processes
– Work output
– Relationships
– Job context
– Other characteristics
 Subject Expert Workshops
Consist of group of panel of 10 to 20 job
incumbents who work with the group
leader to produce a job analysis.
Participants are selected on the basis of
their knowledge of the job referred as
subject experts.
There is no format for conducting the
workshop.
Fleishman Job Analysis
Survey (F-JAS)
• Information is collected on interactive/social
scales and Knowledge/skill scales

1. Determining level of analysis

2. Selecting job agents
3. Rating ability levels for each task
4. Analyzing results
5. Selecting tests
 Functional job analysis (FJA)
Identifying employee specifications Analyst attempt
to identify the KSAs or other employee
characteristics needed to perform the job tasks
Administering a job task questionnaire – If needed,
the tasks that have been identified with SMEs
(Subject Matter Experts ) either through
observation and/or interview can be included in a
questionnaire
 Job element method
• Focuses on the human attributes necessary for
superior performance on the job.

• Used to identify the superior workers on a job

• Supervisors develop a list of characteristics and

then rate them in such a way that the
characteristics are essential to superior
performance.

• These qualities are called job element.

 Job analysis process
• Step 1: identify purpose of job analysis
• Step 2: selecting the analysts
• Step 3: selecting the appropriate method
• Step 4: train the analysts
• Step 5: preparation of job analysis
• Step 6: collecting data
• Step 7: review and verify data
• Step 8: develop a job description and job
specification
Job Description: Identification of the tasks,

duties, & responsibilities of a job.

Job Specification: The knowledge, skills &

abilities an individual needs to perform a job

satisfactorily
• Job Description:
• Sales Careers Online Title: Marketing Manager

• Department: Marketing Division - Los Angeles,

California

• Reports to: Vice President - New York, New York

• Job Objective: Responsible for developing and
maintaining marketing strategies to meet
organizational objectives. Evaluates customer
research, market conditions, competitor data and
implements marketing plan changes as needed.
Oversees all marketing, advertising and promotional
staff and activities.
 Job description cont….
• Relationships and Roles:
• Internal / External Cooperation
• Demonstrate ability to interact and cooperate with all
company employees.
• Build trust, value others, communicate effectively,
drive execution, foster innovation, focus on the
customer, collaborate with others, solve problems
creatively and demonstrate high integrity.
• Maintain professional internal and external
relationships that meet company core values.
• Proactively establish and maintain effective working
team relationships with all support departments.
 Job Specifications
• 4-6 years of sales experience in the marketing industry.
• Experience with enterprise software solutions and large,
complex organizations.
• Extensive experience in all aspects of developing and
maintaining marketing strategies to meet organizational
objectives.
• Strong understanding of customer and market dynamics and
requirements.
• Willingness to travel and work in a global team of
professionals.
• Proven ability to oversees all marketing, advertising and
promotional staff and activities.
 Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks, responsibilities, skill
requirements
3. Identify sources of data: Employees, supervisors/managers
4. Methods of data collection: Interviews, questionnaires,
observation, diaries and records
5. Evaluate and verify data collection: Other employees,
supervisors/managers
6. Write job analysis report
 Methods Of Collecting Job Analysis Data
Seven general techniques are generally used to collect job analysis data;

 Job performance: the analyst actually performs the job in question

and collects the needed information

 Personal observation: the analyst observes others doing the job

and writes a summary

 Critical incidents: job incumbents describe several incidents

relating to work, based on past experience; the analyst collects,
analyses and classifies data.

 Interview: job incumbents and supervisors are interviewed to get

the most essential information about a job
 Cont….
• Panel of experts: experienced people such as job incumbents
and supervisors with good knowledge of the job asked to provide
the information.
• Diary method: job incumbents asked to maintain diaries or logs
of their daily job activities and record the time spent and nature of
work carried out.
• Questionnaire method: job incumbents approached through
a properly designed questionnaire and asked to provide details.
Popular Approaches to Job
Analysis
Functional
FunctionalJob
Job
Analysis
Analysis

Position
PositionAnalysis
Analysis
Questionnaire
Questionnaire

Critical
CriticalIncident
Incident
Method
Method

HRIS
HRISand
andJob
Job
Analysis
Analysis
 Approaches to Job Analysis
• Functional Job Analysis (FJA)

– Quantitative approach to job analysis that utilizes a

compiled inventory of the various functions or work
activities that can make up any job.

– Assumes that each job involves three broad worker

functions: (1) data, (2) people, and (3) things.

– Rates each job in terms of what an employee does with

respect to data, people, and things.

– Ex: A Receptionist may be labeled as 5,6,7 with respect to

data, people and things. i.e. copying data, speaking-
signaling people, and handling things.
 Approaches to Job Analysis
– Besides rating a job on these three aspects, FJA also rates a job

on four other dimensions:

• the extent to which specific instructions are necessary

• the extent to which reasoning and judgment are required

• the extent to which mathematical ability is required, and

• the extent to which verbal and language facilities required.

– FJA also identifies performance standards and training

requirements. Therefore FJA lets you answer the question, “To do

this task and meet the standards, what training does the worker

require?”
 Difficulty Levels of Worker
Functions
DATA PEOPLE THINGS

0 Synthesizing 0 Mentoring 0 Setting up More

1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating-controlling
3 Compiling 3 Supervising 3 Driving-operating*
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking-signaling* 6 Feeding-offbearing*
7 Serving 7 Handling
8 Taking instructions—helping* Less

Source: U.S. Department of Labor, Employment and Training Administration, Revised *Hyphenated factors are single factors.
Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5. Figure 3.2
 Approaches to Job Analysis
• Position Analysis Questionnaire (PAQ)
– A copyrighted questionnaire that is used to
determine the degree to which different tasks are
involved in performing a particular job.
• Critical Incident Method
– Job analysis method by which job tasks are
identified that are critical to job success.
• Task Inventory Analysis
– Job analysis in which organisation develops a
questionnaire of customised task statements.
Position Analysis Questionnaire
• A structured, behavioral questionnaire

• 194 items in 6 categories

– Information input

– Mental processes

– Work output

– Relationships

– Job context

– Other characteristics
 A Sample Page from the PAQ

Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue

Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission. Figure 3.3
 Task Inventory Analysis
• This technique is pioneered by the US Air
Force to analyze the jobs held be air force
specialists.
• Unlike PAQ, this task inventory questionnaire
is tailor made.
• TIQ is prepared by identifying a list of tasks
and their descriptions that are components of
different jobs.
• The goal is to produce a comprehensive list of
task statements that are applicable to all jobs.
 Task Inventory Analysis
• Task statements are then listed on a task
inventory survey form to be completed by
the job analyst.

• A task statement might be “Inventories

current supplies to maintain stock levels”
Preparing the Job Description

Presentation Slide 3–4

 Key Elements of a Job
Description
• Job Title
– Indicates job duties and organizational level
• Job Identification
– Distinguishes job from all other jobs
• Essential Functions (Job Duties)
– Indicate responsibilities entailed and results to be
accomplished
• Job Specifications
– Skills required to perform the job and physical
demands of the job
 Job Descriptions
• Job Title
– Provides status to the employee.

– Indicates what the duties of the job entails.

– Indicates the relative level occupied by its

holder in the organizational hierarchy.
 Job Descriptions (cont’d)
• Job Identification Section
– Departmental location of the job
– Person to whom the jobholder reports
– Date the job description was last revised
– Payroll or code number
– Number of employees performing the job
– Number of employees in the department where
the job is located
– O*NET code number.
– “Statement of the Job”
 Job Descriptions (cont’d)
• Job Duties, or Essential Functions,
Section
– Statements of job duties that:
• Are arranged in order of importance that indicate
the weight, or value, of each duty; weight of a
duty is gauged by the percentage of time
devoted to it.
• Stress the responsibilities that duties entail and
the results to be accomplished.
• Indicate the tools and equipment used by the
employee in performing the job.
• Should comply with law by listing only the
essential functions of the job to be performed.
 Job Descriptions (cont’d)
• Job Specifications Section
– Personal qualifications an individual must
possess in order to perform the duties and
responsibilities
• The skills required to perform the job:
– Education or experience, specialized training,
personal traits or abilities, interpersonal skills or
specific behavioral attributes, and manual
dexterities.
• The physical demands of the job:
– Walking, standing, reaching, lifting, talking, and the
condition and hazards of the physical work
environment
Problems with Job Descriptions
• If poorly written, they provide little guidance
to the jobholder.
• They are not always updated as job duties
or specifications change.
• They may violate the law by containing
specifications not related to job success.
• They can limit the scope of activities of the
jobholder, reducing organizational flexibility.
 Part 5: Job Analysis in a
“Jobless” World
• Job is generally defined as “a set of closely
related activities carried out for pay”.

• Today, this has changed. There will always

be enormous amounts of work to do, but it
is not going to be contained in the familiar
envelopes we call jobs.
Part 5: Specialized to Enlarged
Jobs
• Experts like Adam Smith and Fredrick Taylor wrote
glowingly of the positive effects of work specialization.
• By the mid-1900s writers wrote of the dehumanizing
effects of “pigeonholing workers into highly repetitive
and specialized jobs.
• Many proposed: Job Enlargement, Rotation and
Enrichment
 Part 5: Specialized to Enlarged
Jobs
• Job Enlargement: assigning workers additional
same-level activities, thus increasing the number
of activities they perform. (instead of just one lousy job, I
have two)
• Job Rotation: systematically moving workers
from one job to another to enhance work team
performance &/or broaden his experience &
identify strong & weak points.
• Job Enrichment: redesigning jobs in a way that
increases the opportunities for the worker to feel
responsible, growth & recognition (by planning
and controlling his work)
 Specialized to Enlarged Jobs
• Job Enlargement = same-level activities

• Job Rotation = moving from one job to

another
• Job Enrichment = redesigning to
experience more responsibility,
achievement, growth and recognition
 Why are managers Dejobbing
their companies

• Dejobbing is broadening the

responsibilities of the company’s jobs
and encouraging employees not to limit
themselves to what’s on their job
description.
 Trends and De-Jobbing

Rapid product and

technological
changes Competition

Global
Changes

Demographics
 Why are managers Dejobbing
their companies

• Flatter Organizations
• Work Teams
• Boundaryless Organizations (virtual,
network, modular)
• Reengineering
 Traditional Organization Chart
P re s id e n t
C h ie f E x e c u tiv e O ffic e r

E x e c u tiv e A s s is ta n t

V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t
S a le s M a rk e tin g H u m a n R e s o u rc e s O p e ra tio n s F in a n c e

D ire c to r D ire c to r D ire c to r D ire c to r D ire c to r D ire c to r D rie c to r

E a s t R e g io n W e s t R e g io n P u b lic R e la tio n s C o m p e n s a tio n T ra in in g a n d M a n u fa c tu rin g A u d it a n d
a n d B e n e fits D e v e lo p m e n t A c c o u n tin g

M anager M anager M anager C le r k M anager L o g is tic s Tax

M anager M anager M anager A d m in is tra to r P la n t M a n a g e r F in a n c e

T e c h . W rite r
M anager M anager P la n t M a n a g e r A c c o u n tin g
S r. T ra in e r
M anager M anager
S r. T ra in e r C le rk

S a le s S a le s S a le s S a le s S a le s A c c o u n tin g

A c c o u n tin g
 Flatter Organizations

E x e c u tiv e a n d
O p e ra tio n s
Team

T e c h n ic a l M a n u fa c tu rin g P e o p le F in a n c e P u rc h a s in g a n d S a le s , S e rv ic e a n d
D e v e lo p m e n t E n g in e e rin g S y s te m s Team S u p p llie r Q u a lity M a rk e tin g
Team Team Team Team Team
 Flat and Boundaryless
Organizations

General
WAL MART
Electric

Procter & Gamble

 Competency-based Job
Analysis
• We reviewed the nature of job analysis, how it is
used, some legal issues and three methods of
collecting job analysis information.
• We practiced writing job descriptions and looked
at descriptions in detail.
• We reviewed the six steps involved in job
analysis and reviewed traditional and
contemporary methods of organizing.
The End