HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT (HRM) IS THE TERM USED TO DESCRIBE

FORMAL SYSTEMS DEVISED FOR THE MANAGEMENT OF PEOPLE WITHIN AN
ORGANIZATION. THE PURPOSE OF HRM IS TO MAXIMIZE THE PRODUCTIVITY OF
AN ORGANIZATION BY OPTIMIZING THE EFFECTIVENESS OF ITS EMPLOYEES. THIS
MANDATE IS UNLIKELY TO CHANGE IN ANY FUNDAMENTAL WAY, DESPITE THE
EVER-INCREASING PACE OF CHANGE IN THE BUSINESS WORLD.
Human resource management is concerned with the development
of both individuals and the organization in which they operate. HRM,
then, is engaged not only in securing and developing the talents of
individual workers, but also in implementing programs that enhance
communication and cooperation between those individual workers in
order to nurture organizational development.
FUNCTIONS
• Recruitment andOF HUMAN RESOURCE MANAGEMENT
selection
• Recruitment is the process of captivating, screening, and selecting potential
and qualified candidates based on objective criteria for a particular job. The
goal of this process is to attract the qualified applicants and to encourage the
unqualified applicants to opt themselves out.
• Before starting the process of recruitment, the companies must execute
proper staffing plans and should grade the number of employees they are
going to need. Forecasting of the employees should depend upon the annual
budget of the organization and short-term and long-term goals of the
organization.
• Recruitment and selection process is very important to every organization
because it reduces the costs of mistakes such as engaging incompetent,
unmotivated, and underqualified employees. Firing the unqualified candidate
and hiring the new employee is again an expensive process.
• Orientation
• Many organizations do not provide a thorough orientation to the new
employees. This is the fundamental step to help a new employee to adjust
himself with the employer and with his new job. Employee orientation
program should include the objectives and goals of the organization and how
the employee can help to achieve the long-term and short-term goals of the
organization.
• Giving intensive orientation to the employee is one of the major functions of
human resource management. The program should help the employee to
know his assigned duties and his exact job description, job role, and the
relationship of position to other positions in the organization. It gives
clarification to the employee to take an active role in the organization.
• Maintaining good working conditions
• It is the responsibility of the human resource management to provide good
working conditions to the employee so that they may like the workplace and
the work environment. It is the fundamental duty of the HR department to
motivate the employees. The study has been found that employees don’t
contribute to the goals of the organization as much as they can. This is
because of the lack of motivation.
• Human resource management should come up with a system to provide
financial and non-financial benefits to the employee from the various
departments. Employee welfare is another concept which should be managed
by HR team. Employee welfare promotes job satisfaction.
• Managing employee relations
• Employees are the pillars of any organization. Employee
relationship is a very broad concept and it is one of the crucial
functions of human resource management. It also helps to foster
good employee relations. They have the ability to influence
behaviors and work outputs.
• Management should Organize activities which will help to know an
employee at the personal and professional level. Well-planned
employee relations will promote a healthy and balanced relation
between the employee and the employer. It is the key for the
organization to be successful
Training and development
Training and development are the indispensable functions of
human resource management. It is the attempt to improve the
current or future performance of an employee by increasing the
ability of an employee through educating and increasing one’s skills
or knowledge in the particular subject.
• Human resources are undoubtedly the key resources in an organization, the easiest and the most
difficult to manage! The objectives of the HRM span right from the manpower needs assessment to
management and retention of the same. To this effect Human resource management is responsible for
effective designing and implementation of various policies, procedures and programs. It is all about
developing and managing knowledge, skills, creativity, aptitude and talent and using them optimally.
• Human Resource Management is not just limited to manage and optimally exploit human intellect. It
also focuses on managing physical and emotional capital of employees. Considering the intricacies
involved, the scope of HRM is widening with every passing day. It covers but is not limited to HR
planning, hiring (recruitment and selection), training and development, payroll management, rewards
and recognitions, Industrial relations, grievance handling, legal procedures etc. In other words, we can
say that it’s about developing and managing harmonious relationships at workplace and striking a
balance between organizational goals and individual goals.
SCOPE OF HUMAN RESOURCE MANAGEMENT

• HRM in Personnel Management: This is typically direct manpower management that involves
manpower planning, hiring (recruitment and selection), training and development, induction and
orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity. The
overall objective here is to ascertain individual growth, development and effectiveness which indirectly
contribute to organizational development.
• It also includes performance appraisal, developing new skills, disbursement of wages, incentives,
allowances, traveling policies and procedures and other related courses of actions.
 conditions and amenities at workplace. This includes a wide array of
responsibilities and services such as safety services, health services, welfare
funds, social security and medical services. It also covers appointment of
safety officers, making the environment worth working, eliminating workplace
hazards, support by top management, job safety, safeguarding machinery,
cleanliness, proper ventilation and lighting, sanitation, medical care, sickness
benefits, employment injury benefits, personal injury benefits, maternity
benefits, unemployment benefits and family benefits.

• It also relates to supervision, employee counseling, establishing harmonious

relationships with employees, education and training. Employee welfare is
about determining employees’ real needs and fulfilling them with active
participation of both management and employees. In addition to this, it also
takes care of canteen facilities, crèches, rest and lunch rooms, housing,
transport, medical assistance, education, health and safety, recreation
facilities, etc.
• RM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labor or
employee unions, addressing their grievances and settling the disputes effectively in order to maintain
peace and harmony in the organization. It is the art and science of understanding the employment
(union-management) relations, joint consultation, disciplinary procedures, solving problems with
mutual efforts, understanding human behavior and maintaining work relations, collective bargaining
and settlement of disputes.

• The main aim is to safeguarding the interest of employees by securing the highest level of
understanding to the extent that does not leave a negative impact on organization. It is about
establishing, growing and promoting industrial democracy to safeguard the interests of both employees
and management.
PERSONNEL MANAGEMENT

• Personnel management can be defined as obtaining, using and maintaining

a satisfied workforce. It is a significant part of management concerned with
employees at work and with their relationship within the organization.
• According to Flippo, “Personnel management is the planning, organizing,
compensation, integration and maintainance of people for the purpose of
contributing to organizational, individual and societal goals.”
• According to Brech, “Personnel Management is that part which is primarily
concerned with human resource of organization.”
NATURE OF PERSONNEL MANAGEMENT
• Personnel management includes the function of employment, development and compensation- These
functions are performed primarily by the personnel management in consultation with other departments.
• Personnel management is an extension to general management. It is concerned with promoting and
stimulating competent work force to make their fullest contribution to the concern.
• Personnel management exist to advice and assist the line managers in personnel matters. Therefore,
personnel department is a staff department of an organization.
• Personnel management lays emphasize on action rather than making lengthy schedules, plans, work
methods. The problems and grievances of people at work can be solved more effectively through
rationale personnel policies.
• It is based on human orientation. It tries to help the workers to develop their potential fully to the
concern.
• It also motivates the employees through it’s effective incentive plans so that the employees provide
fullest co-operation.
• Personnel management deals with human resources of a concern. In context to human resources, it
manages both individual as well as blue- collar workers.
ROLE OF PERSONNEL MANAGEMENT

• Personnel manager is the head of personnel department. He performs both managerial and operative
functions of management. His role can be summarized as :
• Personnel manager provides assistance to top management- The top management are the people who
decide and frame the primary policies of the concern. All kinds of policies related to personnel or
workforce can be framed out effectively by the personnel manager.
• He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and
assists the line managers in dealing with various personnel matters.
• As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees
and guides them. He tries to solve them in best of his capacity.
• Personnel manager acts as a mediator- He is a linking pin between management and workers.
• He acts as a spokesman- Since he is in direct contact with the employees, he is required to act as
representative of organization in committees appointed by government. He represents company in
training programmes.
STRUCTURE OF PERSONNEL MANAGEMENT
• Organization Structure of Personnel Department in Small Enterprises:
• By small enterprise is meant the enterprise which employs less than one thousand employees.
In such enterprises personnel department may or may not exist. Services of outsiders who
specialise in maintaining accounts and records relating to provident fund, pension and other
statutory requirements are retained for a fee.
• Alternatively, a new placed employee may be entrusted with the task of attending to these
function.
• In fact, it was this arrangement, which was followed in the past, irrespective of the size of the
Organisation. Earlier, personnel as an activity was seen as a necessary but unimportant part of
the organisation. Fortunately, things have changed for the better and the status of the personnel
department has improved enormously over the years
•
STRUCTURE OF PERSONNEL MANAGEMENT IN SMALL
ENTERPRISES
ORGANISATION STRUCTURE OF PERSONNEL DEPARTMENT IN
LARGE SCALE ENTERPRISE:
PERSONNEL DEPARTMENT IN LINE ORGANISATION
PERSONNEL DEPARTMENT IN FUNCTIONAL
ORGANISATION
Job Analysis:
In simple terms, job analysis may be understood as a process
of collecting information about a job. The process of job
analysis results in two sets of data:
• i) Job description and
• ii) Job specification.
JOB DESCRIPTION
Learning Objectives:
• 1. To know about significance of Job Description.
• 2. To know the contents and the uses of Job Description and the job
Specification.
• 3. To know the characteristics of a good Job Description.
 Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of
a specific job. The immediate products of this analysis are
job descriptions and job specifications.
Job analysis is a systematic exploration of the
activities within a job. It is a basic technical procedure, one
that is used to define the duties, responsibilities and
accountabilities of a job.
Job Description is an important document, which is basically
descriptive in nature and contains a statement of job Analysis. It
provides both organizational information’s (like location in structure,
authority etc) and functional information (what the work is). It gives
information about the scope of job activities, major responsibilities
and positioning of the job in the organization. This information gives
the worker, analyst, and supervisor with a clear idea of what the
worker must do to meet the demand of the job.
CONTENTS OF JOB DESCRIPTION:
• Job Description: A statement containing items such as
• • Job title / Job identification / organization position
• • Location
• • Job summary
• • Duties
• • Machines, tools and equipment
• • Materials and forms used
• • Supervision given or received
• • Working conditions
• • Hazards
• Job identification or Organization Position: - This includes the job title,
alternative title, department, division and plant and code number of the job.
The job title identifies and designates the job properly. The department,
division etc., indicate the name of the department where it is situated and the
location give the name of the place.
• Job Summary: - This serves two important purposes. First is it gives additional
identification information when a job title is not adequate; and secondly it
gives a summary about that particular job.
• Job duties and responsibilities: - This gives a total listing of duties together
with some indication of the frequency of occurrence or percentage of time
devoted to each major duty. These two are regarded as the “Hear of the Job”.
• Relation to other jobs: - This gives the particular person to locate job in the
organization by indicating the job immediately below or above in the job
hierarchy.
• Supervision: - This will give an idea the number of person to be supervised
along with their job titles and the extent of supervision.
• Machine: - These will also gives information about the tool, machines and
equipment to be used.
• Working Conditions: - It gives us information about the environment in
which a jobholder must work.
• Hazards: - It gives us the nature of risks of life and limb, their possibilities of
occurrence etc.
JOB SPECIFICATION
• Job Specification tells what kind of person to recruit and also under what
qualities that person should be tested. Job Specification translates the job
description into terms of the human qualifications, which are required for
performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
• Job specification is a written statement of qualifications, traits, physical
and mental characteristics that an individual must possess to perform the job
duties and discharge responsibilities effectively.
• In this, job specification usually developed with the co-operation of personnel
department and various supervisors in the whole organization
JOB SPECIFICATION INFORMATION
• The first step in the programme of job specification is to prepare a list of all
jobs in the company and where they are located. The second step is to secure
and write up information about each of the jobs in a company. Usually, this
information about each of the jobs in a company. Usually this information
includes:
1. Physical specifications: - Physical specifications include the physical
qualifications or physical capacities that vary from job to job. Physical
qualifications or capacities
2. Include physical features like height, weight, chest, vision, hearing, ability to
lift weight, ability to carry weight, health, age, capacity to use or operate
machines, tools, equipment etc.
• Mental specifications: - Mental specifications include ability to perform, arithmetical
calculations, to interpret data, information blue prints, to read electrical circuits,
ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate,
ability to handle variable factors, general intelligence, memory etc.
• 4. Emotional and social specifications: - Emotional and social specifications are more
important for the post of managers, supervisors, foremen etc. These include emotional
stability, flexibility, social adaptability in human relationships, personal appearance
including dress, posture etc.
• 5. Behavioral Specifications: - Behavioral specifications play an important role in
selecting the candidates for higher-level jobs in the organizational hierarchy. This
specification seeks to describe the acts of managers rather than the traits that cause the
acts. These specifications include judgments, research, creativity, teaching ability,
maturity trial of conciliation, self-reliance, dominance etc.
EMPLOYEE SPECIFICATION: -

• Job specifications information must be converted into employee specification

information in order to know what kind of person is needed to fill a job.
Employee specification is a like a brand name which spells that the candidate
with a particular employee specification generally possess the qualities
specified under job specification.
• Employee specification is useful to find out the suitability of particular class of
candidates to a particular job. Thus, employee specification is useful to find
out prospective employees (target group) whereas job specification is useful to
select the right candidate for a job.
USES OF JOB SPECIFICATION: -
• Physical characteristics, which include health, strength, age range, body size, weight, vision,
poise etc.
• Psychological characteristics or special aptitudes:- This include such qualities as manual
dexterity, mechanical aptitude, ingenuity, judgment etc.
• Personal characteristics or fruits of temperament – such as personal appearance, good and
pleasing manners, emotional stability, aggressiveness or submissiveness.
• Responsibilities: - Which include supervision of others, responsibility for production, process
and equipment, responsibility for the safety of others and responsibility for preventing monetary
loss.
Other features of a demographic nature: Which are age, sex, education, experience and language
ability
•
• Job specifications are mostly based on the educated gneisses of supervisors
and personnel managers. They give their opinion as to who do they think
should be considered for a job in terms of education, intelligence, training etc.
• Job specifications may also be based on statistical analysis. This is done to
determine the relationship between
• 1. Some characteristics or traits.
• 2. Some performance as rated by the supervisor
RECRUITMENT

In human resource management, “recruitment” is the process of finding and hiring the best and
most qualified candidate for a job opening, in a timely and cost-effective manner. It can also
be defined as the “process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization”. It is one whole process, with a full life
cycle, that begins with identification of the needs of the company with respect to the job, and
ends with the introduction of the employee to the organization. When we speak of the recruitment
process, we immediately think of activities such as the analysis of the requirements of a specific
job, attracting candidates to apply for that job, screening the applicants and selecting among
them, hiring the chosen candidates to become new employees of the organization, and integrating
them into the structure. Obviously, the main reason why the recruitment process is implemented
is to find the persons who are best qualified for the positions within the company, and who will
help them towards attaining organizational goals. But there are other reasons why a recruitment
FACTOR INFLUENCING RECRUITMENT

• Size of the organization

Current employment conditions in the economy

• Salary structure of the organization

• Working conditions within the organization
• Growth rate of the organization
RECRUITMENT PROCESS
1.Conduct of a job analysis
Basically, this step will allow the human resources manager, hiring manager, and other members of
management on what the new employee will be required to do in the position that is currently open for filling up.
This has to be done in a systematic manner, which is what the job analysis is for.
• Build a job description.
Before anything else, the organization must first know exactly what it needs. Or who it needs. It could be that the
organization deemed a need for a job that is not included in the current roster of jobs. Hence, the need to create
a new one. Job analysis involves identification of the activities of the job, and the attributes that are needed for
it. These are the main parts that will make up the job description. This part has to be done right, since the job
description will also be used in the job advertisement when it is time to source out talents.
• Review the job description.
Once the job description has been created, it is a good idea to review it for accuracy, and to assess whether it is
current or not. Also, in cases where job descriptions are already in place, there is a need to revisit them and
check their accuracy and applicability with respect to the status quo. What if the job description is already
outdated? A review will reveal the need to update the job description, for current applicability
• Set minimum qualifications for the employee who will do the job.
These are the basic requirements that applicants are required to have in order to be considered for the
position. These are required for the employee to be able to accomplish the essential functions of the job.
Therefore, they should be relevant and directly relate to the identified duties and responsibilities of the
position.The organization may also opt to include other preferred qualifications that they are looking for,
on top of the minimum or basic qualifications.
• Define a salary range.
The job must belong to a salary range that is deemed commensurate to the duties and responsibilities that
come with the position. Aside from complying with legislation (such as laws on minimum wages and other
compensation required by law), the organization should also base this on prevailing industry rates.
• Sourcing of talent
This is the stage where the organization will let it be known to everyone that there is an open position, and
that they are looking for someone to fill it up.Before advertising, however, the organization must first know
where to look for potential candidates. They should search out the sources where the persons that can
potentially fill the job are going to be available for recruitment. That way, they will know where to direct
their advertising efforts.
1.Networking. Word-of-mouth is the best form of advertising, and when it takes the form of networking, it
becomes more effective. In recruitment, this is often done through representatives of the company
attending college and career fairs, letting them know about the opening in their organization. This is a
tactic employed by large software and tech companies that want to hire fresh,
2.Posting. Recruitment often involves the application of candidates both from within and outside the
company. Thus, in order to attract the best possible talents, it is recommended that the posting of the
open positions be made internally and externally. Internal posting usually takes the form of the vacancy
announcement being displayed in bulletin boards and other areas within the business premises where the
employees and visitors to the company are likely to
• Print and media advertising. One classic example of this would be the Classifieds section of the local
daily or weekly newspaper. Companies looking for people to fill up open positions make the
announcement in the newspapers, providing the qualifications and the contact details where
prospective applicants may submit their application documents. When trying to attract the attention of
suitable candidates, the organization makes use of various tools and techniques. If it wants to get the
best candidates, then it should not be haphazard about things.
• Developing and using proper techniques. The company may include various offerings in order to attract
the best candidates. Examples are attractive salaries, bonus and incentive packages, additional perks
and opportunities that come with the job, proper facilities at work, and various programs for
development.
• Using the reputation of the company. Perhaps the best publicity that the company can use to attract
candidates is its own reputation in the market. If the company is known for being a good employer –
one that aids in its employees’ personal and professional growth and development – then it is a good
point for the company to capitalize on in advertising its open positi
SCREENING OF APPLICANTS

• Preliminary screening. It is often the case, especially in large organizations, where one open position
will receive hundreds to thousands of applications from candidates. In an ideal world, it would be good
for the hiring managers to be able to interview each and every single one of them. However, that is also
impractical, and very tedious. Not really advisable, especially if the organization is in need of manpower
in the soonest possible time.
• Initial interview. The candidates who were able to pass the preliminary screening will now undergo the
initial interview. In most cases, the initial interview is done through phone. There are those who also
conduct interviews through videos using their internet connection. Often a basic interview, this may
involve the candidates being asked questions to evaluate or assess their basic skills and various personal
characteristics that are relevant to the open position.
• Conduct of various tests for recruitment. The hiring managers may conduct tests on the skills of the
candidates and how they use these skills and talents. Other tests that are often employed are
behavioral tests and personality assessment tests.
• Final interview. Usually depending on the number of candidates for the job, and the preference of the
hiring managers and senior management, a series of interviews may be conducted, gradually narrowing
down the list of candidates. This may go on until the company has finally come up with a shortlist of
candidates that will undergo a final interview. Often, the final interview requires a face-to-face meeting
between the candidate and the hiring managers, as well as other members of the organization.
• Selection. In this stage, the hiring managers, human resources representatives, and other members of
the organization who participated in the process meet together to finally make a selection among the
candidates who underwent the final interview. During the discussion, the matters considered are:
• Qualifications of the candidates who were able to reach the last stage of the screening process
• Results of the assessments and interviews that the final pool of candidates were subjected to
• There will be no problem if they have a unanimous decision on the candidate that the job will be
offered to. In case of varying opinions, the majority will prevail.
• If they do not arrive at a decision, there may be
• Finalization of the job offer
Making the offer: To make things more formal, a representative of the company or of the human resources
department will contact the candidate and inform him that he has been selected for the job. In this stage,
complete details of the compensation package will also be made known to the applicant. Acceptance of
the offer by the applicant: The applicant should also communicate his acceptance of the offer for it to be
final. Take note that, if the selected applicant does not accept the job offer and declines it, the recruitment
process will have to start all over a
• Introduction and induction of the new employee
The moment that the applicant accepted the job offer, he has officially gone from being an applicant to an
employee of the organization. The induction process will now begin. Usually, the beginning of the
induction process is marked by the signing of the employment contract, along with a welcome package
given to the new employee. The date for the first day that the employee will have to report for work and
start working in the company will be determined and communicated to the newly hired
employee.However, it doesn’t end there. The employee will still have to undergo pre-employment
screening, which often includes background and reference checks. When all these pre-employment
information have been verified, the employee will now be introduced to the organization.
SELECTION PROCESS

Finding the interested candidates who have submitted their profiles for a particular job is the process of
recruitment, and choosing the best and most suitable candidates among them is the process of selection.
It results in elimination of unsuitable candidates. It follows scientific techniques for the appropriate choice
of a person for the job. The recruitment process has a wide coverage as it collects the applications of
interested candidates, whereas the selection process narrows down the scope and becomes specific when
it selects the suitable candidates.
STEPS IN SELECTION PROCESS
• Inviting applications:
The prospective candidates from within the organization or outside the
organization are called for applying for the post. Detailed job description and job
specification are provided in the advertisement for the job. It attracts a large
number of candidates from various areas.
• Receiving applications:
Detailed applications are collected from the candidates which provide the
necessary information about personal and professional details of a person. These
applications facilitate analysis and comparison of the candidates.
• 3. Scrutiny of applications:
As the limit of the period within which the company is supposed to receive
applications ends, the applications are sorted out. Incomplete applications get
rejected; applicants with un-matching job specifications are also rejec
• 4 Written tests:
As the final list of candidates becomes ready after the scrutiny of applications, the written test is
conducted. This test is conducted for understanding the technical knowledge, attitude and interest
of the candidates. This process is useful when the number of applicants is large. Many times, a
second chance is given to candidates to prove themselves by conducting another written test.
• 5. Psychological tests:
These tests are conducted individually and they help for finding out the individual quality and
skill of a person. The types of psychological tests are aptitude test, intelligence test, synthetic test
and personality test
• 6. Personal interview:
Candidates proving themselves successful through tests are interviewed personally. The
interviewers may be individual or a panel. It generally involves officers from the top
management. The candidates are asked several questions about their experience on another job,
their family background, their interests, etc. They are supposed to describe their expectations
from the said job. Their strengths and weaknesses are identified and noted by the interviewers
which help them to take the final decision of selection.
• 7.Reference check:
Generally, at least two references are asked for by the company from the candidate. Reference
check is a type of crosscheck for the information provided by the candidate through their
application form and during the interviews.

• 8. Medical examination:
• Physical strength and fitness of a candidate is must before they takes up the job. In-spite of
good performance in tests and interviews, candidates can be rejected on the basis of their ill
health.
• 9. Final selection:
• At this step, the candidate is given the appointment letter to join the organization on a
particular date. The appointment letter specifies the post, title, salary and terms of
employment. Generally, initial appointment is on probation and after specific time period it
becomes permanent.
MEANING OF INDUCTION

• An induction programme is an important process for bringing staff into an organisation. It provides an
introduction to the working environment and the set-up of the employee within the organisation. The
process will cover the employer and employee rights and the terms and conditions of employment.
Induction is the process of acclimatizing a new employee to the new social setting of his work.
OBJECTIVE OF INDUCTION

• Familiarizing the new employee with his new surroundings and company rules and regulations –
Company history products and major operations geography of the plant, structure of the organization
and function of various departments. General company policy safety and accidents discipline and
grievances, uniform and clothing and parking. Opportunity for promotional services available.
• Integrating his personnel goal with the organizational goals – Ultimate analysis, what is good for the
company is also good for him.
ADVANTAGES OF INDUCTION

• To build-up a two way channel of communication between management and workers.

• Proper induction facilities relations and team work among employees.
• Effective induction helps to integrate the new employer into the organization and to develop a sense of
belonging.
• Induction is helpful in supplying information concerning in organization the job and employee welfare
facilities.
• Proper induction reduces employee grievances.
• A company is taking a sincere interest in getting him a good state.
USES OF INDUCTION PROGRAMME

• Human side is the most important part of orientation. Therefore first of all the new employee should be
introduced to the people with whom he will work – his colleagues, superiors and subordinates.
• Make the new employee aware of the general company.
• Orientation should be a gradual process.
• Answer any questions and clarify any doubts that the employee may have about the job and
orientation.
• Provide on the job instructions and councelling.
• Keep in close touch with the employee to check back how he is doing and offer help if required.
• Allow reasonable time to adapt to the new work environment and job demands.
MEANING OF PLACEMENT

• After an employee has been hired and oriented. He or she must be placed in
his/her right job. Placement is understood as the allocation of people to jobs. It
is assignment or re-assignment of an employee to a new or different job.
Placement includes initial assignment of new employees and promotion,
transfer, or demotion of present employees. In this section, placement of new
employees is emphasized. Assignment of a new employee to a job apparently
seems to be a simple task. The employer advertises inviting applications from
candidates for a specified post. The advertisement contains job description and
job specification in detail. When a candidate has been selected, it is logical that
he or she is placed in the position that was advertised earlier. But the task is
not as simple as it looks. Times are changing. Changes in the work ethics
reflecting the demand for meaningful work
• The difficulty with placement is that we tend to look at the individual but not
at the job. Often, the individual does not work independent of others. Whether
the employee works independent of others or is dependent depends on the type
of jobs. Jobs in this context may be classified into three categories-
• Independent
• Sequential
• Pooled
• In certain cases, jobs are independent, for example, postal service or field
sales. Here, non-overlapping routes or territories are allotted to each worker. In
such situations, the activities of one worker have little bearing on the activities
of other workers. This is the placement in this simplest form, and it i9s the
problem for which solutions have most often been developed.
• In Sequential jobs, activities of one worker are dependent on the activities of a fellow worker. Assembly
lines best exemplify sequential jobs. Where jobs are Pooled in nature, there is high interdependence
among activities. The final output is the result of contribution of all the workers. It is the team work
which matters. Project teams, temporary task forces and assembly teams represent pooled
jobs. Independent jobs do not pose great problems in placement, for each employees needs only to be
evaluated relative to the match between his or her capabilities and interests, and those required on the
job. The objective is to assign individuals so that
• All jobs are filled by at least minimally qualified persons, and
• Individuals are placed on jobs that will make the best possible use of their talents, given available job
and HR constraints.
• But independent jobs are becoming rarer and rarer, as most jobs are dependent (sequential or pooled).
In order to match individuals with jobs, firms use the assessment-classification model. In this model,
details about the employee’s skills, interest, past performance (if any), and biographical details are
collected. The individual is then placed in a specific subgroup. While placing, care must taken to match
characteristics of the individual with those of the subgroup.