SELECTION PROCEDURE:-

1) Preliminary Screening:-

a) Receive of application:-
Selection process starts with receipt of application by personnel department.

b) Scruitiny:-
All applications received are scrutinised to find out whether candidates fulfill minimum academic qualification & other requirements.

c) Preliminary Interview:-

It eliminates unqualified candidate

Application Blank:-

If candidate appears to have some chance of being slected, he is given prescribed application form known as “application Blank.” Application blank is a personal history question are. Application blank consist of following particulars usually. Indentifying information such as name, address, age merital status, educational qualification, work experience etc, candidates are usually ask to fill up the application form in their own hand writing.

3. Employment test:-

Candidates who meet minimum requirements appear written or oral tests as means of examining suitable for job. The various test include intelligence test apptitute test, trade test, general personality test, psychological test and proficiency est. depending on job requirements. These tests are selected and administereal. Some organisation may hold one or more test while some other may not hold test at all. Much depends on policy of top management, nature of jobs and availability of candidates.

4. Selection interview:-

It basically consist of conversation between employer and prospective employee. The selectors ask for job related and some general questions and see the response of candidates it helps in avessing candidates strength and a weaknesses. Candidates interact with selector and the letter gets a first hand idea of personality and other qualities of candidates. Candidates also get a chance to seek information about enterprise, nature of the job, prospects of promotion.

In a larger, human resource dept is usually responsible for developing sources of applicants. Within the H.R. dept. There is likely to be an employment office to do recruiting & even initial selection of candidates for a job.

Big orgs, employing large numbers of professional & managerial employees, may have a separate dep. engaged entirely in recruiting.

At the same time, individual managers & employees throughout the org. may be referring promising applicants to the personnel dept. Similarly, human resource dept may be requesting recruitment assistance from individual managers, as may be the case when recruitment will take place at the alma mater of one of line managers. Still other firms prefer to put together recruiting teams consisting of human resources, specialists & operating personnel. For example, one or more engineers may accompany college recruiters when recruiting for engineering personnel at technical institutions.

Regardless of who does recruiting, it is important for one dept. to coordinate recruitment function in order to develop adequate source avoid duplication and ensure that human resources needs for whole org. are met.

Factors Affecting Recruitment:-

(1) Size of org & kinds of human resources required.
(2) Effect of Past recruitment efforts.
(3) Nature of labour market of region
(4) Extent and strength of unionisation in the region.
(5) Working conds, wages & other benefits offered by other concerns.
(6) Social & political env.
(7) Legal obligations created by various statutes.

Requisition for Recruitment

On-going process, def.

required of candidate for job.

Step 1 Collection of Background Information According to terry, “the make-up of a job, its relation to other jobs, and its requirements, for competent performances are essential information needed for a job evaluation. This information can be available by reviewing available back ground information. Such as

Organisation charts (Which show how how job in question relates to other job & where they fit into overall organisation.

Class specificiations – Which describes general requirement of class of job to which the job under analysis belongs)

Job descriptions – which provide a starting point from which to build revised job description.

Step2: Selection of Representative Position to be Analysed:-

Since the analysis of all jobs would be time-consuming, few representative positions should be analysed.

Step3: Collection of Job Analysis Data

Data should be collected regarding employee qualification and requirements, either from employees who actually perform a job or from other employees (Such as foreman or supervisor) who watch the workers doing a job and thereby acquire knowledge about it or from outside persons knows as the trade job analysis who are appointed to watch employees performing.

The duties of such a trade job analyst are

(i) to outline complete scope of a job & to consider all physical and mental activities involved in determining what the worker does.

(ii) find out why a worker does a job and

(iii) Skill factor which may be needed in worker to differentiate between jobs & establish the extent of difficulty of any job.

Step 4: Developing A Job Description:-

The information collected is to be developed in form of a job description. Which is written statement that describes main features of job as well as qualifications.

Step 5: Developing Job specification:-

The last step is to convert job Description statements into job specifications i.e. to specifically mention what personal qualities, traits, skills and background is necessary for getting the job done.

(1) Organisation and Manpower planning:-

Job analysis defines labour needs in concrete terms, coordinates activities of work force, and clearly divides duties and responsibilities.

(2) Recruitment, Selection:-

By indicating specific requirement of each job (ie, Skills and knowledge), it provides basis for hiring, training, placement, transfer and promotion of personnel. The goal is to match job requirement with a workers aptitude, abilities & interests.

(3) Wages and Salary: Administration:-

Job Analysis helps in salary and wages administration by indicating qualifications required for doing a specified job & risks and hazards involved in its performance.

(4) Job Re-engineering:-

It provides information which enables us to change jobs in order to permit their being manner by personnel with specific characteristic & qualification. This takes two forms:-
(a) Industrial engineering activity:-

Which is concerned with operational analysis, motion study, work simplification methods and improvements in place of work and its measurement & aims at improving efficiency, reducing unit Labour costs and establishing the production standard which the employee is expected to meet.

(b) Human engineering activity:-

Which takes into consideration human, both physical and psychological, & prepares increased efficiency & better productivity.

(5) Employee Training and Management Development:-

It provides the necessary information to the management of training & development programmes. It helps it to determine the content and subject matter of in-training courses. It also helps in checking application information, interviewing, weighing test results & in checking references.

(6) Performance Appraisal:-

It helps in establishing clear-cut standards which can be compared with actual contribution of each individual.

(7) Health and Safety:-

It provides an opportunity for identifying difficult conditions & unhealthy environmental factors so that corrective measures may be taken to minimise and avoid the possibility of accident.

This, it is systematic procedure for securing and reporting information which defines a specific job. It determines the qualifications required for a job, provides guidance in recruitment & selection, evaluates current employees for transfer or promotion, and establish requirement for training programmes.

While manpower inventory is concerned with telling ‘what employees can do’, Job Analysis assesses ‘what employees are doing.’

From job analysis, specific details of what is being done and skills utilised in job, is obtained. It enables managers to understand jobs and job structure to improve to work flow or develop techniques to improve productivity. It also involves job design or redesign, co-ordinating demands on available time, individual psychological needs, technical procedures and desired performances.

Before we proceed to discuss job analysis in detail, certain terms relating to job need to understand. These terms are:-

Job:- A job may be defined as a “collection of tasks, duties and responsibilities which as a whole, is regarded as a regular assignment to individual employees,” and which is different from other assignments. In other words, when the total work to be done is divided and grouped into package we call it a “job.”

Job Description:-

It is a written record of duties responsibilities and requirements of a particular job. It is concerned with the job itself & not with the work. It is a statement describing the job in such terms as its title, location, duties, working conditions & hazards. In other words, ‘what is to be done’, and ‘how it is to be done’ and ‘why’. It is a standard of function which defines appropriate & authorised contents of a job.

Job Specification:- It is a standard of personnel and designates the qualities required for an acceptable performance. It is a written record of requirements sought in an individual worker for a given job.

Job Design:- It is the division of total task to be performed into the manageable and efficient units-position department and divisions, and to provide for their proper intergration.

After a job has been defined, it is analysed i.e., each task is described in detail. It is a procedure and a tool for determining specified tasks, operations and requirements of each job.

“It is the process of getting information about jobs: specially what the worker does; how he gets it done; why he does it’ skill, education and training required; relationship to other jobs; physical demands, environmental conditions.”

In other words, it refers to the anatomy of job.

It is a complete study of job, embodying every known and determinable factor, including duties and responsibilities involved in its performance, conditions under which performance is carried on, nature, nature of task, qualities required in worker and such conditions of employment as pay, hour, opportunities and privileges. It also emphasises relation of one job to other in the organisation.

Development is a related process. It covers not only those activities, which improve job performance, but also those which bring about growth of the personality; help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better men and woman. In organisational terms, it is intended to equip persons to earn promotion and hold greater responsibility. Training a person for higher and bigger job is development. And this may well include not only imparting specific skills and knowledge but also inculating certain personality and mental attitudes.

Training is short term process utilizing a systematic and organised procedure by which non managerial personal learn technical knowledge and skills for a definite purpose. Development is a long term educational process utilizing a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

Management development is any attempt to improve managerial performance by imparting knowledge, changing attitude or increasing skills. The general management development consists of (1) assessing the company’s strategic needs (for instance, to full future executive openings or to boost competitiveness).

(2) Developing managers for future responsibilities.

There is more emphasis on choosing management development methods that are more organisationally relevant and effective that they have been in the past. Various techniques of management development include:-

(a) Management on-the-job training.
(b) Off the job training.

Managerial on-the-job training methods include job-rotation, coaching/understudy approach and action learning.

Job rotation means moving management trainees from department to broaden their understanding of all part of the business and to test their babilities. A manager may spend several months in each department. The person may just bean observer in each department but more commonly gets fully involved in its operations.

Coaching/understudy approach: Here the person workers directly with the senior manager or with the person he or she is to replace; the latter is responsible for the executive of certain responsibilities, giving the trainee a chance to learn the job.

Action learning programmers give managers and others released time to work full time on projects, analysis and solving problems in departments other than their own trainees meet periodically in four or five person project groups to discuss their findings. Several trainees may work together as a project group or compare notes and discuss each other’s projects.

Case Study method:- Case study method presents a trainee with a written description of an organisational problem. The person then analyzes the case, diagnoses the problem and presents his or her findings and solutions in discussion with other trainees.

Management Games:- With management games trainees are dividend in to give or six persons group, each of which competes with the others in a stimulated marketplace. Management games can be good development tools. People learn best by getting involved, and the games can be useful for gaining such involvement. They help trainee develop their problem solving skills, as well as to focus attention on planning rather than just putting out fires. The group also usually elect their own officers and organize themselves; they can thus develop leadership skills and faster cooperation and team work.

Roll Playing:- The aim of role playing is to create a realistic situation and then have the trainees assume the role of specific persons in that situation. When combined with the general instruction and other roles for the exercise, role playing can trigger spirited discussions among the role player trainees. The aim is to develop trainee’s skills in areas like leadership and delegation.

JOB ANALYSIS

The procedure for determining duties and skill requirements of a Job and kind of person who should be hired for it.

While manpower inventory is concerned with telling ‘what employees can do’, Job Analysis assesses ‘what employees are doing.’

From job analysis, specific details of what is being done and skills utilised in job, is obtained. It enables managers to understand jobs and job structure to improve to work flow or develop techniques to improve productivity. It also involves job design or redesign, co-ordinating demands on available time, individual psychological needs, technical procedures and desired performances.

Before we proceed to discuss job analysis in detail, certain terms relating to job need to understand. These terms are:-

Job:- A job may be defined as a “collection of tasks, duties and responsibilities which as a whole, is regarded as a regular assignment to individual employees,” and which is different from other assignments. In other words, when the total work to be done is divided and grouped into package we call it a “job.”

Job Description:-

It is a written record of duties responsibilities and requirements of a particular job. It is concerned with the job itself & not with the work. It is a statement describing the job in such terms as its title, location, duties, working conditions & hazards. In other words, ‘what is to be done’, and ‘how it is to be done’ and ‘why’. It is a standard of function which defines appropriate & authorised contents of a job.

Job Specification:- It is a standard of personnel and designates the qualities required for an acceptable performance. It is a written record of requirements sought in an individual worker for a given job.

Job Design:- It is the division of total task to be performed into the manageable and efficient units-position department and divisions, and to provide for their proper intergration.

After a job has been defined, it is analysed i.e., each task is described in detail. It is a procedure and a tool for determining specified tasks, operations and requirements of each job.

“It is the process of getting information about jobs: specially what the worker does; how he gets it done; why he does it’ skill, education and training required; relationship to other jobs; physical demands, environmental conditions.”

In other words, it refers to the anatomy of job.

It is a complete study of job, embodying every known and determinable factor, including duties and responsibilities involved in its performance, conditions under which performance is carried on, nature, nature of task, qualities required in worker and such conditions of employment as pay, hour, opportunities and privileges. It also emphasises relation of one job to other in the organisation

It involve development of skills that are usually necessary to perform a specific job. Its purpose is to achieve a change in the behaviour of those trained & to enable them to do their job better. It makes newly appointed workers fully productive in min. of time. It is equally necessary for old employees whenever new machines & equipment are introduced and for there is a change in technique of doing things. In fact, training is a continous process. Managers continuously enaged in training their employees. They should ensure that any training programme should attempt to bring about positive changes in (i) Knowledge (ii) Skill (iii) attitudes of workers.

“The purpose of training is to bring about improvement in performance of work. It includes learning of such techniques as are required for better performance of definite tasks.”

preparation of Human resource Inventory is very essential for management to know whether existing manpower is short of or is in surplus to requirements. If there is shortage, how many more persons are required and for what positions.

(2) Identifying Individual Career Needs:-

Human Resource manager help their employees in decision-making process regarding their career by providing such information as what type of work would suit him the most, considering his interest, skill, aptitude etc. The objective of such programme is to help individuals to do their own planning and to identify employees those who are fit & willing to take up higher responsibilities.

(3) Analysing Career Opportunities:-

Knowing that employees have definite career needs, there follows obligation of charting career paths through organisation & informating employees. For identifying career paths technique of job analysis may help in discovering several jobs. The example of career paths are-

Career paths for Various Types of Jobs

1) Unskilled Semi skilled  Skilled  Highly Skilled  Foreman (Worker)
2) Jr. Clerk  Asst. manager  Deputy Manager  Manager  Chief Manager
3) Supervisor  Asst. Manager  Deputy Manager  Manager  Chief Manager
4) Lecturer  Asst. Professor  Associate Professor  Professor- Head/Dean of Faculty  Pro-Vice-Chancellor  Chancellor.

(4) Matching of Employee’s Needs with Career Opportunities:-

When employees have assessed their career needs and have become aware of organisational career opportunities the next step is one of alignment. For matching or aligning career needs of employees to opportunities offered by organisation, special training and development techniques such as special assignment, supervisory coaching may be used.

(5) Formulation and Implementation of Training and Development programme-

Methods of training and nature of skills and knowledge to be imparted are generally different for different classes of employees. The emphasis may be on improving technical skills of skilled workers, technicians and shop floor supervisors and on improving leadership qualities, human relations and conceptual skills for semi-skilled workers or supervisors, and managers.

(6) Review of Career Plan:-

For effective career planning, a periodical review should be undertaken so that the employee may know in which direction organisation is moving, what changes are likely to take place and what resources and skills he needs to adopt, to changing organisational requirements. The following questions may be asked during review process:-

(a) Was the classification of employees justified?
(b) Are the job descriptions proper?
(c) Is there any employee unsuited to his job?

The answers to above questions will help review career planning process & bring necessary changes to make it more effective.

Career Planning and Succession Planning:-

A succession plan to fill key positions over time is essential for success & survival of an organisation. Its purpose is to identify & develop people to replace current incumbents in key positions in case of resignation, retirement, promotion, growth etc. succession can be within or from outside the organisation. Succession by people from within provides opportunities to employees for advancement in their careers. Complete dependence on internal sources may however cause conflicts & stagnation in the organisation. Similarly, complete dependence on outside talent may cause stagnation in career of present employees which may in turn lead to a sense of frustration and job dissatisfaction.

Career planning & succession planning appear to be similar but not synonymous. Career planning covers all levels of employees where as succession planning is generally required for higher level executives. Generally, career planning is based on a succession plan for higher level executives. A succession plan involves identification of vacancies that are likely to occur in higher levels and locating probable successors. Succession planning facilitates continuity of organisation. Career planning may consists of charts showing career paths of different categories of employees showing how they can advance up in the organisation. But a succession plan consists of a runner up chart or succession chart for a particular position such as General Manager.

Exhibit 1:- Career Paths for Various types of Jobs

S.No. Name Current Designation Age

1 Mr. A Marketing Manager 59
2 Mr. B HR. Manager 58
3 Mr. C Finance Manager 57
4 Mr. D Production Manager 54