The document discusses job analyses and human resource planning and selection. It defines HR planning as ensuring an organization has the right number and type of employees with the right skills in the right places. Effective HR planning is important for meeting business objectives and gaining a competitive advantage. The key aspects of HR planning covered include linking it to organizational strategy, importance, processes, forecasting labor demand and supply, and common pitfalls. Job analysis is defined as collecting information on job tasks, responsibilities, skills and requirements. Methods of job analysis include questionnaires, observation, interviews and combining approaches. HR planning and job analysis are important for strategic planning, recruitment, performance management and other HR functions.

1. Graduate Study Notes onGraduate Study Notes on
Job Analyses and HR Planning and SelectionJob Analyses and HR Planning and Selection
forfor
BHTM VI SemesterBHTM VI Semester
Compiled byCompiled by
C P Rijal, PhD in LeadershipC P Rijal, PhD in Leadership

2. HR Planning: What it is…HR Planning: What it is…
 It is a process by which an organization ensures
that it has the right number and kind of people at
the right place and at the right time, capable of
effectively and efficiently completing those tasks
that help the organization achieve its overall
objectives.
 Organizations need to do human resource planning
so they can meet business objectives and gain a
competitive advantage over competitors.

3. Organizational & HR PlanningOrganizational & HR Planning
|

4. Relationship to Organizational PlanningRelationship to Organizational Planning
 Derived from long-term operational plans of
organization.
 Seeks to identify various HR factors critical to
success of organization.
 Should provide for --
– Clear statement of organization’s mission
– Commitment of staff members to mission
– Explicit statement of assumptions
– Plan of action

5. HRP Link to the Business StrategyHRP Link to the Business Strategy
 Be familiar with the business strategy.
 Ensure that all traditional human resource programs are
satisfying the needs of senior and functional management.
 Identify the human resource implications of the
organization’s business strategy.
 Identify those human resource issues that may affect
business objectives, and notify the appropriate functional
managers.
 Convert business objectives into human resource objectives
that can provide the foundation for a strategic human
resource plan.
 Review the strategic-planning process to identify new
opportunities to involve human resource personnel.

6. ImportanceImportance
1. It helps in assessing required personnel need with necessary
qualifications, skills, knowledge, experience and aptitude.
2. It also helps in establishing HR replacement plan in time.
3. It helps meeting manpower shortages due to labor turnover.
4. Helps meeting personnel needs of expansion or downsizing
programs.
5. Helps to avoid surplus or deficiency of labor in future.
6. It supports to cope with changes in competitive forces,
markets, technology, products and government regulations.
7. Supports in complying with labor or employment laws and
regulations.

7. Organizational Objectives and Policies in HRPOrganizational Objectives and Policies in HRP
 Downsizing or Expansion
 Acquisition , Merger or Sell-out
 Technology Up-gradation or Automation
 New Markets and New Products
 External Vs Internal Hiring
 Training and Re-training
 Union Constraints

8. Characteristics of an effective HR planCharacteristics of an effective HR plan
1. Real-time personnel needs-based projection.
2. Futuristic plan of action.
3. Matching with organization’s future institutional and
functional strategies.
4. Balance between time, load of workforce, sources of
recruitment and selection and cost of recruitment and
selection.
5. Compliance with environmental changes.

9. Human Resource Planning Process
External Environment
Internal Environment
9
Strategic Planning
Human Resource Planning
Forecasting
HR
Requirement
Comparing
Requirements
and Availability
Forecasting HR
Availability
Surplus of
Workers
Demand =
Supply
No Action Restricted Hiring,
Reduced Hours,
Early Retirement,
Layoff, Downsizing
Shortage of
Workers
Recruitment
Selection

10. Strategic HR Planning ProcessStrategic HR Planning Process
Step I: Strategic analyses
Step II: Job analyses
Step III: Forecasting labor demand and supply
Step IV: Establishing mechanism for HR recruitment and selection
Step V: Establishing mechanism for HR training and development
Step VI: Establishing HR performance management system
Step VII: Establishing HR relationship management system

11. Human Resource Planning ProcessHuman Resource Planning Process

12. Factors Affecting the Time Frame of HRPFactors Affecting the Time Frame of HRP
Forecast
Factor
Demand
Supply
Net
needs
Short Range
(0-2 Years)
Authorized employment
including growth,
changes, and turnover
Employee consensus
less expected losses
plus expected
promotions from
subordinate groups
Numbers and kinds of
employees needed
Intermediate Range
(2-5 Years)
Operating needs from
budgets and plans
Human resource vacancies
expected from individual
promotability data derived
from development plans
Numbers, kinds, dates and
levels of needs
Long Range
(Beyond 5 Years)
In some organizations, the
same as “intermediate”; in
others, an increased
awareness of changes in
environment and
technology— essentially
judgmental.
Management expectations
of changing characteristics
of employees and future
available human resources.
Management expectations
of future conditions
affecting immediate
decisions.

13. Common Pitfalls in HRPCommon Pitfalls in HRP
1. Lack of top management support
2. Lack of adequate initial effort
3. Lack of coordination with other management and
HR functions
4. Failure to integration with organizational plans
5. Messed up with quantitative and qualitative
approaches
6. Noninvolvement of operating managers
7. The techniques trap

14. JOB ANALYSIS
14

15. Job AnalysisJob Analysis
 Process of collecting and studying information
relating to the operations and responsibilities of a
specific job.
 Determination of tasks which comprise the job and
of skills, knowledge, abilities and responsibilities
required of the worker for a successful
performance and which differentiates one job from
all others.
 Products of Job Analysis are Job Description and
Job Specification.

16. Strategic PlanningStrategic Planning
The process by which top management determines
overall organizational purposes and objectives and
how they are to be achieved.
16
Human Resource PlanningHuman Resource Planning
The process of systematically reviewing HR
requirements to ensure that the required number of
employees, with the required skills, are available
when they are needed.
Job analyses is the part of HR planning which is part of
strategic planning of an organization.
Strategic Planning Significance of Job AnalysesStrategic Planning Significance of Job Analyses

17. Purpose or Uses of Job AnalysisPurpose or Uses of Job Analysis
• Organization and manpower planning
• Recruitment and selection
• Job evaluation and wage, salary administration
• Job re-engineering
• Employee training and managerial development
• Performance appraisal
• Health and safety

18. Few DefinitionsFew Definitions
Job consists of a group of tasks that must be performed for an
organization to achieve its goals.
Position refers to the collection of responsibilities and tasks
performed by a person holding a designated place in an
organization.
Job analysis is a systematic process of determining the skills,
duties, and knowledge required for performing jobs in an
organization.
Job description is a document providing information
regarding tasks, duties, and responsibilities of a position.
Job specification contains the minimum required
qualifications to perform a particular job.
18

19. Types of Job Analysis InformationTypes of Job Analysis Information
Considerable information is needed, such as:
• Worker-oriented activities
• Machines, tools, equipment, and work aids used
• Job-related tangibles and intangibles
• Work performance
• Job content
• Personal requirements for the job
19

20. Summary of Types of Data Collected Through Job AnalysisSummary of Types of Data Collected Through Job Analysis
Work Activities: work activities and processes, activity records (e.g.,
film form), procedures used, personal responsibility.
Worker-oriented activities: human behavior, such as physical actions
and communicating on the job, elemental motions for methods
analysis, personal job demands, such as energy expenditure.
Machines, tools, equipment, and work aids used
Job-related tangibles and intangibles: knowledge dealt/applied (e.g.
accounting), materials processed, products made, services performed.
Work performance: error analysis; work standards; work
measurements, such as time taken for a task.
Job context: work schedule, financial and nonfinancial incentives,
physical working conditions, organizational and social contexts.
Personal requirements for the job: personal attributes such as
personality, interests, education and training required, work
experience. 20

21. Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool
21
 Human Resource
Planning
 Recruitment
 Selection
 Training and
Development
 Performance
Appraisal
 Compensation and
Benefits
 Safety and Health
 Employee and Labor
Relations
 Legal Considerations
 Job Analysis for
Teams
Tasks Responsibilities Duties
Job
Analysis
Job Descriptions
Job
Specifications
Knowledge Skills Abilities

22. Steps in Job AnalysisSteps in Job Analysis
Collection of Organisational Structure Information
Selection of Representative Position to be
Analysed
Collection of Job Analysis Data
Developing Job Description
Developing Job Specification

23. Job AnalysisJob Analysis
Process of Obtaining all Pertinent Job FactsProcess of Obtaining all Pertinent Job Facts
Job Description
A proper definition & design
of work. A statement
containing:
Job Title
Location
Job Summary
Duties & Responsibilities
Materials, Tools & Equipment used
Forms & reports handled
Supervision given / received
Working conditions
Hazards & Safety precautions
Job Specification
A statement of human
qualifications necessary to
do the job containing:
Education & Qualifications
Experience & Training
Knowledge & Skills
Communication skills
Physical requirements - Height,
Weight, Age
Personality requirements -
Appearance, Judgement,
Initiative, Emotional stability

24. Human Resource ForecastingHuman Resource Forecasting
• HR Forecasting attempts to
determine the supply and
demand for various types of
human resources, and to
predict areas within the
organization where there
will be labor shortages or
surpluses.
There are three major
steps to forecasting:
1. Forecasting the demand
for labor
2. Determining labor supply
3. Determining labor
surpluses and shortages

25. Sources of Job Analysis InformationSources of Job Analysis Information
• Manager
• Incumbent
• Suppliers
• Marketers
• Job Analyst
• Internet
• Collateral Materials
• Others
25

26. Job Analysis MethodsJob Analysis Methods
• Questionnaires
– PAQ
– Functional job analysis
• Observation
– Critical incident technique
• Interviews
• Employee recording
• Combination of methods
26

27. Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of
technological change
makes need for
accurate job analysis
even more
important now and
in the future.
27

28. Forecasting HR RequirementsForecasting HR Requirements
• Estimate of numbers and kinds of employees the
organization will need at future dates.
• Demand for firm’s goods or services must be
forecast.
• Forecast is then converted into people
requirements.
28

29. The Relationship of Sales Volume to Number of Employees
29
Number of
Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)

30. HR Forecasting ApproachesHR Forecasting Approaches
1. Zero-based forecasting: Uses current level as
starting point for determining future staffing
needs.
2. Bottom-up approach: Each level of organization,
starting with lowest, forecasts its requirements to
provide aggregate of employment needs.
3. Mathematical models: Relationship between sales
demand and number of employees needed.
4. Simulations: Experimenting with real-world
situations through mathematical modeling.
30

31. Techniques of HR ForecastingTechniques of HR Forecasting
1. Managerial Judgment
2. Trend Analysis
3. Ratio Analysis
4. Scatter Plot
5. Computerized Forecast
6. Work Study Technique
7. Delphi technique
8. Regression Analysis
9. Econometric Models
10. Nominal Group Technique
11. HR Budget and Planning Analysis
12. Scenario Forecasting
13. Workforce Analysis
14. Workload Analysis
15. Job Analysis

32. 1. Managerial Judgment
This techniques is very simple. In this, manager sit together,
discuss and arrive at a figure which would be the future
demand for labor. The technique may involve a ‘bottom-to-
top’ or ‘top-to-bottom’ approach.
2. Trend Analysis
Method which forecast employments requirements on the
basis of some organizational index and is one of the most
commonly used approaches for projecting HR demand.
1.Business Factor Annual Volume of Sales.
2.Total Number of Employees.
3.Compare the Productivity Ratio.
4.Calculate Human Resources demand.
5.Forecasted Human Resource Requirements.

33. 3. Ratio Analysis
Another approach of making forecasts based on the ratio
between --
1.Some causal factors (like sales volume)
2.The number of employees required
4. Scatter Plot
A graphical method used to help identify the relationship
between two variables. A scatter plot is another option. HR
planner can use scatter plots to determine whether two
factors – measure of business activity and staffing levels are
related.

34. PERSONNEL / YIELD RATIOS
Past experience has developed these yield ratios for recruiting a Cost Accountant:
FOR EVERY 12 APPLICATIONS RECEIVED, ONLY 1 LOOKS PROMISING ENOUGH
TO INVITE FOR AN INTERVIEW
OF EVERY 5 PERSONS INTERVIEWED, ONLY 1 IS ACTUALLY OFFERED A POSITION
IN THE ORGANIZATION
OF EVERY 3 JOB OFFERS MADE, ONLY 2 ACCEPT THE POSITION
OF EVERY 10 NEW WORKERS WHO BEGIN THE TRAINING PROGRAM, ONLY 9
SUCCESSFULLY COMPLETE THE PROGRAM
THUS: 100 APPLICATIONS MUST BE RECEIVED, so that
8.33 JOB INTERVIEWS CAN BE HELD, so that
1.67 JOB OFFERS CAN BE MADE, and
1.11 PEOPLE MUST BE TRAINED, so that we get
ONE NEW COST ACCOUNTANT!!!

35. 5. Computerized Forecast
The determination of future staff needs by projecting a firm’s
sales, volume of production, and personnel required to
maintain this required volume of output, using computers
and software packages. Employers also used computerized
system to personnel requirements .
6. Work Study Technique
Work study technique is based on the volume operation and
work efficiency of personnel. Volume of operation is derived
from the organizational plan documents and increase or
decrease in operation can be measured.
Planned output
Standard output per hour x standard hours per person

36. 7. Delphi Technique
This technique calls for a facilitator to solicit and collate written, expert
opinion on labor forecast. After answer are received, a summary of the
information is developed and distributed to the expert, who are than
requested to submit revised forecast. Expert never meet face-to-face,
but rather communicate through the facilitator.
8. Regression Analysis
Regression analysis identifies the movement of two or more inter-
related series. It is used to measure the changes in a variable as a result
of changes in other variables. Regression analysis determines the
relationship between Y variables such as the number of employees and
X variables such as service delivery by actually measuring the
relationship that existed in the past. Use of the method begins with a
series of observation each costing of a value for the Y variable plus a
value for each X variable.

37. 9. Econometric Models
Econometric models for estimation of manpower requirement differ
from the statistical methods. Past statistical data are analyzed in the
hope that it will prove possible to describe precisely the relationships
between a number of variables in mathematical and statistical terms.
10. Nominal Group Technique
The nominal group technique is a decision making method for use
among groups of many sizes, who want to make their decision quickly,
as by a vote, but want everyone’s opinions taken into traditional voting.
I.Introduction and Explanation
II.Silent Generation of Ideas
III.Sharing Ideas
IV.Group Discussion
V.Voting and Ranking

38. 11. HR Budget and Planning Analysis
Among several other ways to estimate the future demand for
human resources, budget and planning analysis is an
approach applicable when new ventures complicate
employment planning. Planners can use new-venture
analysis.12. Scenario Forecasting
This techniques is used to explore the likelihood of possible
future developments and changes and to identify the
interaction of uncertain future trends and events.
Preparation of Background
Selection of Critical Indicators
Establishing Past Behavior of Indicators
Verification of Potential Future Events
Forecasting the Indicators
Writing of Scenarios

39. 13. Workforce Analysis
It means, to determine the rate of influx and out flow of
employee. It is through this analysis one can calculate the
labor turnover rate, absenteeism rate etc.
14. Workload Analysis
It is a method that uses information about the actual content
of work based on a job analysis of the work. Workload
analysis involves use of ratios to determine HR requirement.
Both the number of employees and the kind of employees
required to achieve organizational goals are identified.
15. Job Analysis
It helps in finding out the abilities or skills required to do the
jobs efficiently. A detailed study of jobs is usually made to
identify the qualification and experience required for them.

40. Human Resource Information Systems (HRIS)Human Resource Information Systems (HRIS)
Virtually all HR management functions can be
enhanced through the use of an HRIS; any
organized approach for obtaining relevant
and time information on which to base HR
decisions.
40

41. HR Demand Forecast
Process of estimating future quantity and quality of manpower required for an
organization.
External factors - competition, laws and regulation,
economic climate, changes in technology and social
factors
Internal factors - budget constraints, production
levels, new products & services, organizational
structure & employee separations

42. HR Supply ForecastHR Supply Forecast
Process of estimating future quantity and quality of manpower
available internally & externally to an organization.
Supply Analysis
Existing Human Resources
Internal Sources of Supply
External Sources of Supply

43. Existing Human ResourcesExisting Human Resources
Capability / Skills Inventory using HR Information System
General Information -
Name: Present Address: Department:
Sex: Designation:
DOB: DOJ:
Marital Salary:
Status: Permanent Address: Grade:
Qualification -
Degree/Diploma Institution Class Year of Pass
Experience/Skills -
Job Title/ Organisation Brief Skill/
Appointment Responsibilities Specialisation
Outstanding Achievement / Additional Information -
Awards Performance Disciplinary Action
Promotions Merit Rating Absenteeism
Achievements
Career Plans:

44. Skills Inventory Form Used by PPG Industries

45. Internal Supply
 Inflows & Outflows - The number of losses & gains of staff
is estimated.
 Turnover Rate - refers to rate of employees leaving.
= ( No. of separations in a year / Avg no. of
employees during the year ) x 100
 Absenteeism - unauthorised absence from work.
= ( total absentees in a year / Avg no. of
employees x No. of working days) x 100
 Productivity Level - = Output / Input. Change in
productivity affects no. of persons per unit of output.
 Movement among Jobs - internal source of
recruitment, selection and placement

46. Forecasting HR AvailabilityForecasting HR Availability
• Determining whether the firm will be able to secure
employees with the necessary skills, and from what
sources these individuals may be obtained.
• Show whether the needed employees may be
obtained from within the company, from outside
the organization, or from a combination of the two
sources.
46

47. External Supply
• External recruitment, selection & placement - Advertisements,
Manpower Consultants, Campus Recruitment, Unsolicited
Applications, Employee Referrals

48. Determining Labor Supply
Predicting Worker Flows and Availabilities
Succession or Replacement Charts
Who has been groomed/developed and is ready for promotion, NOW?
Human Resource Information Systems (HRIS)
An employee database that can be searched when vacancies occur.
Transition Matrices (Markov Analysis)
A chart that lists job categories held in one period and shows the
proportion of employees in each of the job categories in a future
period.
It answers two questions:
1. Where did people in each job category go?
2. Where did people now in each job category come from?
Personnel / Yield Ratios
How much work will it take to recruit one new accountant?

49. Determining Labor Surplus or ShortageDetermining Labor Surplus or Shortage
• Based on the forecasts for labor demand and
supply, the planner can compare the figures to
determine whether there will be a shortage or
surplus of labor for each job category.
• Determining expected shortages and surpluses
allows the organization to plan how to address
these challenges.

50. Surplus of EmployeesSurplus of Employees
• Restricted hiring: employees who leave are not
replaced.
• Reduced hours
• Early retirement
• Layoffs
50

51. Shortage of Workers ForecastedShortage of Workers Forecasted
• Creative recruiting
• Compensation incentives: premium pay is one
method
• Training programs: prepare previously
unemployable people for positions
• Different selection standards: alter current criteria
51

52. SUCCESSION PLANNING
REPLACEMENT CHART
FOR EXECUTIVE POSITIONS
POSITION REPLACEMENT CARDS
FOR EACH INDIVIDUAL POSITION
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
POSITION WESTERN DIVISION SALES MANAGER
DANIEL BEALER Western Division Sales Mgr Outstanding Ready Now
PRESENT PROMOTION
POSSIBLE CANDIDATES CURRENT POSITION PERFORMANCE POTENTIAL
SHARON GREEN Western Oregon Sales Manager Outstanding
Ready Now
GEORGE WEI N. California Sales Manager Outstanding
Needs Training
HARRY SHOW Idaho/Utah Sales Manager Satisfactory Needs Training
TRAVIS WOOD Seattle Area Sales Manager Satisfactory Questionable
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

53. HUMAN RESOURCE INFORMATION SYSTEMS (HRIS)
PERSONAL DATA
Age, Gender, Dependents, Marital status, etc
EDUCATION & SKILLS
Degrees earned, Licenses, Certifications
Languages spoken, Specialty skills
Ability/knowledge to operate specific machines/equipment/software
JOB HISTORY
Job Titles held, Location in Company, Time in each position, etc.
Performance appraisals, Promotions received, Training & Development
MEMBERSHIPS & ACHIEVEMENTS
Professional Associations, Recognition and Notable accomplishments
PREFERENCES & INTERESTS
Career goals, Types of positions sought
Geographic preferences
CAPACITY FOR GROWTH
Potential for advancement, upward mobility and growth in the company

54. Job Analysis and the LawJob Analysis and the Law
Fair Labor Standards Act: employees categorized as exempt
or nonexempt.
Equal Pay Act: similar pay must be provided if jobs are not
substantially different as shown in job descriptions.
Civil Rights Act: basis for adequate defenses against unfair
discriminations charges in selection, promotion, and other
areas of HR administration.
Occupational Safety and Health Act: specify job elements
that endanger health or are considered unsatisfactory or
distasteful by most people.
Disabilities Act: make reasonable accommodations for
disabled workers.
Empowerment Act: make accommodations for
empowerment provisions made for women, minorities, Dalits,
etc.
54

55. HUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless System
55
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/
Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-
learning/Management Succession
Compensation Programs
Benefit Programs (e.g.,
prescription drug programs)
Health Programs (e.g., Employee
Assistance Programs)
Bargaining Strategies
Employee Services
Organizational
Strategic Plans
Human
Resource
Management
Plans
Contribute Toward Achievement of:
Human
Resource
Information
System
*Certain data are available to employees at work or at home. Examples: supervisors might access just-
in-time training for conducting performance appraisal reviews. Operative employees might enter time
and labor data. All employees may be able to review 401(k) balances, transfer funds, make benefit
elections, set annual performance goals, update personnel data.

56. Job DesignJob Design
Process of determining the specific tasks to be performed, the
methods used in performing these tasks, and how the job
relates to other work in the organization.
Job enrichment: Basic changes in the content and level of
responsibility of a job, so as to provide greater challenge to
the worker.
Job enlargement: Changes in the scope of a job to provide
greater variety to the worker.
Reengineering: Fundamental rethinking and radical redesign
of business processes to achieve dramatic improvements in
critical, contemporary measures of performance, such as
cost, quality, service and speed.
56

57. HR Recruitment and Selection ProcessHR Recruitment and Selection Process
Activities, time involvement and cost incurred
have direct correlation with relative
degree of employee
selection effectiveness.
TimeTime
57
RejectReject
Preliminary form screening
Preliminary interview screening
Formal application
Written test/s
Interview/s
Reference check/s
On the job testing
Physical examination/s
Employment offer on probation
Job confirmation after probation
Level of expensesLevel of expenses
Level of employee
selection effectiveness
Level of employee
selection effectiveness

58. Sources of RecruitmentSources of Recruitment
Sources within the companySources within the company
1. Company personnel referral
system
2. Company executive referral
system
3. Internal transfers
4. Seasonal employees
5. Company managed roster of
probable job candidates
58
Sources beyond the companySources beyond the company
1.Direct unsolicited applications
pool
2.Solicited applications
3.Employment agencies
4.Employees of customer
organizations
5.Employees of competitor
organizations
6.Referrals from executive club
members
7.Educational institutions
8.Older or retired persons
9.Online sources
Sources beyond the companySources beyond the company
1.Direct unsolicited applications
pool
2.Solicited applications
3.Employment agencies
4.Employees of customer
organizations
5.Employees of competitor
organizations
6.Referrals from executive club
members
7.Educational institutions
8.Older or retired persons
9.Online sources

59. Selection ApproachesSelection Approaches
1. Resume screening and experience, skill competence and maturity
analyses
2. Ability testing through formal examination systems
3. Subjective and objective observation of job candidates through –
a. Group discussion
b. Team work simulation
c. Interview
4. Head-hunting of qualified job candidates from competing
organizations
5. Standardized cut-off approaches
6. Multiple hurdle approaches
7. Classical validity and reliability testing
8. BCG modeling approach
9. Decision theory approach
10. Strategic contextualization approach 59

60. Selection PredictorsSelection Predictors
 HR planning
 Forecasting of personnel demand and supply
 Forecasting institutional growth and aligning HR
requirement
 Performing time series analyses of selection effectiveness
of the past selection criteria in use
 Organization’s policy on CSR, ethics, inclusion,
empowerment, and diversity management
60

61. Selection TechniquesSelection Techniques
Formal vs. informal
Solicited vs. unsolicited
Internal vs. external
Domestic vs. international
Seasonal vs. temporary vs. permanent selection
61