Job analysis is the process of identifying and determining the duties, responsibilities, and requirements of a job. It provides information to establish training, selection, compensation, and performance evaluation procedures. The process involves organizational analysis, selecting jobs to analyze, collecting data through methods like observation and interviews, creating job descriptions and specifications. Job descriptions outline the duties and reporting relationships of a position, while specifications define the minimum qualifications required. Together, descriptions and specifications guide recruiting, selection, and placement of employees.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves analyzing tasks, duties, responsibilities, skills and qualifications required for each job. The key methods used for job analysis include observation, interviews, questionnaires, checklists and critical incident reports. The main uses of job analysis data include human resource planning, recruitment, training, performance evaluation, job design and health and safety compliance. Conducting regular job analysis helps organizations ensure their jobs and employees requirements remain aligned.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
Hr planning, recruitment and selectionEdwin Vargas
Job analysis is the process of systematically determining the essential components of a job including duties, skills, and qualifications. This information is gathered through interviews, observations, and questionnaires. A job description outlines key details like title, responsibilities, requirements, and compensation. Job specifications list needed qualifications like education, experience, skills, and traits. Rank classification systems classify employees based on rank, while position classification systems classify roles based on duties. Job analysis informs recruitment, selection, training, and performance evaluation.
Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
The priority is to first have clear job descriptions. Then consider internal candidates for promotion which supports retention. Only
The document outlines the 9 key steps to an effective recruitment process: 1) Identify hiring needs, 2) Prepare job descriptions, 3) Create a recruitment plan, 4) Start searching for candidates, 5) Recruit top candidates, 6) Conduct phone screenings, 7) Interview candidates in person, 8) Make a job offer, 9) Onboard the new employee. The process involves identifying job vacancies, defining requirements, reviewing applications, screening candidates, conducting interviews, and ultimately hiring the best candidate for the role.
The document discusses human resource management processes including recruitment, selection, induction, and placement. It defines recruitment as finding and attracting capable applicants, and selection as differentiating between applicants to identify those most likely to succeed. The summary outlines the key steps in recruitment which include determining needs, analyzing jobs, creating descriptions, advertising positions, shortlisting, and selecting candidates. Selection involves initial screening, testing, interviews, background checks, conditional offers, and final decisions. Induction orients new employees through explaining company information and facilities. Placement matches employees' qualifications to jobs to improve fit and performance.
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves analyzing tasks, duties, responsibilities, skills and qualifications required for each job. The key methods used for job analysis include observation, interviews, questionnaires, checklists and critical incident reports. The main uses of job analysis data include human resource planning, recruitment, training, performance evaluation, job design and health and safety compliance. Conducting regular job analysis helps organizations ensure their jobs and employees requirements remain aligned.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
Hr planning, recruitment and selectionEdwin Vargas
Job analysis is the process of systematically determining the essential components of a job including duties, skills, and qualifications. This information is gathered through interviews, observations, and questionnaires. A job description outlines key details like title, responsibilities, requirements, and compensation. Job specifications list needed qualifications like education, experience, skills, and traits. Rank classification systems classify employees based on rank, while position classification systems classify roles based on duties. Job analysis informs recruitment, selection, training, and performance evaluation.
Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
The priority is to first have clear job descriptions. Then consider internal candidates for promotion which supports retention. Only
The document outlines the 9 key steps to an effective recruitment process: 1) Identify hiring needs, 2) Prepare job descriptions, 3) Create a recruitment plan, 4) Start searching for candidates, 5) Recruit top candidates, 6) Conduct phone screenings, 7) Interview candidates in person, 8) Make a job offer, 9) Onboard the new employee. The process involves identifying job vacancies, defining requirements, reviewing applications, screening candidates, conducting interviews, and ultimately hiring the best candidate for the role.
The document discusses human resource management processes including recruitment, selection, induction, and placement. It defines recruitment as finding and attracting capable applicants, and selection as differentiating between applicants to identify those most likely to succeed. The summary outlines the key steps in recruitment which include determining needs, analyzing jobs, creating descriptions, advertising positions, shortlisting, and selecting candidates. Selection involves initial screening, testing, interviews, background checks, conditional offers, and final decisions. Induction orients new employees through explaining company information and facilities. Placement matches employees' qualifications to jobs to improve fit and performance.
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
The document discusses the staffing process which includes manpower planning, recruitment, selection, and training. It describes the steps in recruitment which are identifying vacancies, preparing job descriptions and specifications, advertising positions, and managing responses. It also explains job analysis which produces job descriptions detailing tasks, skills, and working conditions, and job specifications listing required qualifications. Selection steps covered are initial screening, interviews, reference and background checks, with the goal of choosing the most qualified candidate.
The document discusses job analysis which is the systematic process of collecting information about all aspects of a job. It involves gathering data on responsibilities, skills, physical/mental requirements, and the job description and specification. A job specification outlines the specific knowledge, skills, and abilities required for a position. Human resource management uses job analysis for strategic planning, recruitment/selection, workplace/job design, training/development, performance appraisal, compensation management, and legal compliance. Common data collection methods include interviews, questionnaires, observation, and diaries/logs. The job analysis process involves collecting data, developing job descriptions and specifications, and informing various HRM functions.
Human resource planning is a process that determines the future staffing needs of an organization in terms of quantity and types of employees required. It aims to ensure the right number of employees with the appropriate skills. The objectives of human resource planning include determining personnel needs, identifying critical skill shortages or surpluses, and developing succession plans. Organizations use both internal and external recruitment sources to fulfill their staffing needs. Internal sources like job postings and referrals have advantages like being cost-effective but can limit new perspectives, while external sources provide a larger talent pool but require more socialization.
The document discusses staffing, recruitment, and selection. It defines staffing as filling positions in an organization by identifying workforce needs, inventorying available people, and recruiting, selecting, placing, promoting, appraising, and training candidates and current employees. Recruitment is the process of discovering sources of manpower to meet staffing requirements. Selection involves screening applications, conducting tests, preliminary interviews, medical examinations, reference checks, and final interviews to evaluate candidates and select the best qualified individuals for open positions. The goal is to effectively staff organizations with skilled employees to accomplish goals.
Job Analysis – The Process And Its Usesrajeevgupta
Job analysis is a systematic process of gathering information about jobs within an organization. It involves studying the tasks, duties, responsibilities, required skills and qualifications for a specific job. The key purposes of job analysis include organizational planning, recruitment and selection, training, performance evaluation, and compensation management. It provides essential information for defining job requirements and standards. The main steps in job analysis are job identification, data collection through techniques like observation, interviews and questionnaires, and analyzing the collected data.
The document outlines the 8 key steps in a company's staffing process: 1) manpower planning to forecast needs, 2) recruitment to identify candidates, 3) selection of candidates through evaluation, 4) placement and orientation of new hires, 5) training of employees, 6) performance appraisals to evaluate employees, 7) promotions within the company, and 8) compensation of employees appropriately for their work. Each step is described as part of an organized process to staff positions and develop employees.
The document discusses various aspects of the recruitment and selection process. It begins by defining recruitment as the process of finding and hiring qualified candidates for jobs. It describes the typical stages of recruitment from seeking applicants to evaluating applications. It then discusses factors that influence recruitment strategies like business size, compensation, and past recruiting policies. The document also outlines a recruitment policy framework and common recruitment sources. It defines selection as the process of choosing the most suitable candidates. The typical selection stages are then outlined such as screening applications, interviews, and approval. The document concludes by discussing placement, orientation, and credentials.
The document summarizes the recruitment and selection process at Interloop Textile Mill. It discusses the various stages including recruitment both internally and externally, the selection process involving application forms, references, tests and interviews. It also outlines the orientation and training provided to new employees to help them adjust and develop their skills. The performance management and career development processes are also summarized.
Recruitment selection HRM - HUMAN RESOURSE MANAGEMENT , FOR BCOM, CA, CMA,...Bibek Prajapati
Recruitment selection HRM - HUMAN RESOURSE MANAGEMENT , FOR BCOM, CA, CMA,CS, MBA , PG STUDENTS
“If an HR person is trying to choose people for an organization, knowing their values is very important-if they are not consistent with the organization’s values they are not likely to stay very long.”
Professor, Roger Collins.
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and onboarding employees. Its. only for study purposes. Kindly share to others.
The document discusses the selection and induction process for hiring new employees. Selection involves picking candidates with the required qualifications through techniques like aptitude tests, personality tests, interviews, and background checks. Induction is the process of orienting new hires to familiarize them with company culture, policies, people and their roles. It aims to help new employees settle in quickly and integrate into teams through training sessions, learning objectives and team building exercises. A good induction process has advantages like creating a good impression, increasing productivity and reducing costs compared to not having an induction which can lead to issues like unease, low morale and loss of productivity.
The document discusses the selection process used by HR departments to hire new employees. It describes the key steps as preliminary interviews, selection tests to assess abilities, aptitudes and personality, employment interviews either one-on-one or with a panel, reference and background checks, making a final selection decision, requiring potential new hires to pass a physical examination, extending a formal job offer letter, having the new hire sign an employment contract, and finally evaluating the effectiveness of the overall selection program. The document also provides details on different types of interviews and selection tests used at each stage of the process.
This document discusses job analysis and human resource planning. It begins by defining job analysis as the process of gathering and analyzing information about job content, requirements, and context. This information forms the basis for human resource functions like recruitment, selection, training, and compensation. The document then describes various job analysis methods and discusses how job analysis is used to create job descriptions and specifications. It also outlines the key components and uses of human resource planning, including forecasting needs, identifying surpluses or shortages, succession planning, and techniques like Delphi.
Recruitment involves planning to acquire the right number and type of employees. It begins with planning vacancies and targets, then activating sources and advertising positions. Selection identifies qualified applicants through preliminary interviews, tests, employment interviews, reference checks, and selecting final candidates. The process concludes with physical exams, job offers, and employment contracts.
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
This document discusses recruitment and selection processes. It outlines internal and external sources for recruitment and their advantages and disadvantages. Internal sources include current employees and have benefits like lower costs but limited options. External sources provide new talent but risks include less loyalty. Selection ensures hiring the right candidates and involves steps like application screening, interviews, testing, and reference checks. The goal is choosing applicants most likely to succeed.
This document discusses the recruitment and selection processes within the human resources function of an organization. It begins by outlining the key steps in recruitment, including identifying vacancies, advertising positions, managing responses, shortlisting candidates, conducting interviews and making hiring decisions. It then discusses factors that influence recruitment strategies like supply and demand. The document also covers internal and external sources of recruitment candidates and trends like outsourcing and e-recruitment. Finally, it distinguishes selection from recruitment by noting that selection seeks to eliminate unqualified applicants while recruitment aims to attract candidates.
JOB ANALYSIS, RECRUITMENT, AND SELECTION OF EMPLOYEES.pptxswiftiealiah
The document discusses job analysis, recruitment, and selection of employees. It defines job analysis as examining job components like duties and qualifications. Methods of job analysis include observation, interviews, and questionnaires. Job analysis produces job descriptions, specifications, and evaluations. Recruitment finds applicants while selection decides who to hire. Sources include internal referrals or external advertising. Selection methods are interviews, tests, and background checks. The goal is assessing candidate fit for the role.
The document discusses the staffing process, which includes filling organizational positions with qualified candidates through recruitment, selection, training, and development. It outlines the key steps in staffing such as determining manpower needs, recruiting both internally and externally, selecting candidates through interviews and reference checks, and providing new employee orientation. The goal of staffing is to appoint the right people with the necessary skills and qualifications to help the organization achieve its goals.
The document discusses the staffing process which includes manpower planning, recruitment, selection, and training. It describes the steps in recruitment which are identifying vacancies, preparing job descriptions and specifications, advertising positions, and managing responses. It also explains job analysis which produces job descriptions detailing tasks, skills, and working conditions, and job specifications listing required qualifications. Selection steps covered are initial screening, interviews, reference and background checks, with the goal of choosing the most qualified candidate.
The document discusses job analysis which is the systematic process of collecting information about all aspects of a job. It involves gathering data on responsibilities, skills, physical/mental requirements, and the job description and specification. A job specification outlines the specific knowledge, skills, and abilities required for a position. Human resource management uses job analysis for strategic planning, recruitment/selection, workplace/job design, training/development, performance appraisal, compensation management, and legal compliance. Common data collection methods include interviews, questionnaires, observation, and diaries/logs. The job analysis process involves collecting data, developing job descriptions and specifications, and informing various HRM functions.
Human resource planning is a process that determines the future staffing needs of an organization in terms of quantity and types of employees required. It aims to ensure the right number of employees with the appropriate skills. The objectives of human resource planning include determining personnel needs, identifying critical skill shortages or surpluses, and developing succession plans. Organizations use both internal and external recruitment sources to fulfill their staffing needs. Internal sources like job postings and referrals have advantages like being cost-effective but can limit new perspectives, while external sources provide a larger talent pool but require more socialization.
The document discusses staffing, recruitment, and selection. It defines staffing as filling positions in an organization by identifying workforce needs, inventorying available people, and recruiting, selecting, placing, promoting, appraising, and training candidates and current employees. Recruitment is the process of discovering sources of manpower to meet staffing requirements. Selection involves screening applications, conducting tests, preliminary interviews, medical examinations, reference checks, and final interviews to evaluate candidates and select the best qualified individuals for open positions. The goal is to effectively staff organizations with skilled employees to accomplish goals.
Job Analysis – The Process And Its Usesrajeevgupta
Job analysis is a systematic process of gathering information about jobs within an organization. It involves studying the tasks, duties, responsibilities, required skills and qualifications for a specific job. The key purposes of job analysis include organizational planning, recruitment and selection, training, performance evaluation, and compensation management. It provides essential information for defining job requirements and standards. The main steps in job analysis are job identification, data collection through techniques like observation, interviews and questionnaires, and analyzing the collected data.
The document outlines the 8 key steps in a company's staffing process: 1) manpower planning to forecast needs, 2) recruitment to identify candidates, 3) selection of candidates through evaluation, 4) placement and orientation of new hires, 5) training of employees, 6) performance appraisals to evaluate employees, 7) promotions within the company, and 8) compensation of employees appropriately for their work. Each step is described as part of an organized process to staff positions and develop employees.
The document discusses various aspects of the recruitment and selection process. It begins by defining recruitment as the process of finding and hiring qualified candidates for jobs. It describes the typical stages of recruitment from seeking applicants to evaluating applications. It then discusses factors that influence recruitment strategies like business size, compensation, and past recruiting policies. The document also outlines a recruitment policy framework and common recruitment sources. It defines selection as the process of choosing the most suitable candidates. The typical selection stages are then outlined such as screening applications, interviews, and approval. The document concludes by discussing placement, orientation, and credentials.
The document summarizes the recruitment and selection process at Interloop Textile Mill. It discusses the various stages including recruitment both internally and externally, the selection process involving application forms, references, tests and interviews. It also outlines the orientation and training provided to new employees to help them adjust and develop their skills. The performance management and career development processes are also summarized.
Recruitment selection HRM - HUMAN RESOURSE MANAGEMENT , FOR BCOM, CA, CMA,...Bibek Prajapati
Recruitment selection HRM - HUMAN RESOURSE MANAGEMENT , FOR BCOM, CA, CMA,CS, MBA , PG STUDENTS
“If an HR person is trying to choose people for an organization, knowing their values is very important-if they are not consistent with the organization’s values they are not likely to stay very long.”
Professor, Roger Collins.
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and onboarding employees. Its. only for study purposes. Kindly share to others.
The document discusses the selection and induction process for hiring new employees. Selection involves picking candidates with the required qualifications through techniques like aptitude tests, personality tests, interviews, and background checks. Induction is the process of orienting new hires to familiarize them with company culture, policies, people and their roles. It aims to help new employees settle in quickly and integrate into teams through training sessions, learning objectives and team building exercises. A good induction process has advantages like creating a good impression, increasing productivity and reducing costs compared to not having an induction which can lead to issues like unease, low morale and loss of productivity.
The document discusses the selection process used by HR departments to hire new employees. It describes the key steps as preliminary interviews, selection tests to assess abilities, aptitudes and personality, employment interviews either one-on-one or with a panel, reference and background checks, making a final selection decision, requiring potential new hires to pass a physical examination, extending a formal job offer letter, having the new hire sign an employment contract, and finally evaluating the effectiveness of the overall selection program. The document also provides details on different types of interviews and selection tests used at each stage of the process.
This document discusses job analysis and human resource planning. It begins by defining job analysis as the process of gathering and analyzing information about job content, requirements, and context. This information forms the basis for human resource functions like recruitment, selection, training, and compensation. The document then describes various job analysis methods and discusses how job analysis is used to create job descriptions and specifications. It also outlines the key components and uses of human resource planning, including forecasting needs, identifying surpluses or shortages, succession planning, and techniques like Delphi.
Recruitment involves planning to acquire the right number and type of employees. It begins with planning vacancies and targets, then activating sources and advertising positions. Selection identifies qualified applicants through preliminary interviews, tests, employment interviews, reference checks, and selecting final candidates. The process concludes with physical exams, job offers, and employment contracts.
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
This document discusses recruitment and selection processes. It outlines internal and external sources for recruitment and their advantages and disadvantages. Internal sources include current employees and have benefits like lower costs but limited options. External sources provide new talent but risks include less loyalty. Selection ensures hiring the right candidates and involves steps like application screening, interviews, testing, and reference checks. The goal is choosing applicants most likely to succeed.
This document discusses the recruitment and selection processes within the human resources function of an organization. It begins by outlining the key steps in recruitment, including identifying vacancies, advertising positions, managing responses, shortlisting candidates, conducting interviews and making hiring decisions. It then discusses factors that influence recruitment strategies like supply and demand. The document also covers internal and external sources of recruitment candidates and trends like outsourcing and e-recruitment. Finally, it distinguishes selection from recruitment by noting that selection seeks to eliminate unqualified applicants while recruitment aims to attract candidates.
JOB ANALYSIS, RECRUITMENT, AND SELECTION OF EMPLOYEES.pptxswiftiealiah
The document discusses job analysis, recruitment, and selection of employees. It defines job analysis as examining job components like duties and qualifications. Methods of job analysis include observation, interviews, and questionnaires. Job analysis produces job descriptions, specifications, and evaluations. Recruitment finds applicants while selection decides who to hire. Sources include internal referrals or external advertising. Selection methods are interviews, tests, and background checks. The goal is assessing candidate fit for the role.
The document discusses the staffing process, which includes filling organizational positions with qualified candidates through recruitment, selection, training, and development. It outlines the key steps in staffing such as determining manpower needs, recruiting both internally and externally, selecting candidates through interviews and reference checks, and providing new employee orientation. The goal of staffing is to appoint the right people with the necessary skills and qualifications to help the organization achieve its goals.
The document discusses the HRM processes of recruitment, selection, and induction. It defines recruitment as searching for prospective job candidates and stimulating them to apply. Selection is the process of choosing the best candidate for a role. Induction, also called orientation, is the process of welcoming new employees and providing them essential information about the organization, their role, and workplace. The document outlines various recruitment methods like campus recruitment, internships, and advertisements. It also describes the selection steps of application screening, interviews, tests, reference checks, and making a final hiring decision. The objectives and types of induction processes are explained as well.
This document discusses key aspects of human resource management, including:
- Human resource planning is used to balance employee flows and prevent shortages or surpluses. It ensures a business has the right skilled workers.
- The seven steps of human resource planning are: analyzing objectives, inventorying current resources, forecasting demand, estimating gaps, formulating an action plan, implementing the plan, and monitoring/providing feedback.
- Recruitment finds candidates while selection picks from applicants. Sources of recruitment/selection include internal/external advertising. The selection process has five stages: criteria development, application review, interviewing, testing, and making an offer.
- Placement connects selected employees to their jobs by
The document discusses concepts related to recruitment including the meaning, scope, objectives, and importance of recruitment. It defines recruitment as a process of searching for potential candidates and encouraging them to apply for jobs. The objectives of recruitment include finding the best qualified candidates, minimizing costs, retaining top talent, and reducing favoritism. Job analysis and job design are also important concepts discussed which provide information for recruitment and other HR functions. Job analysis involves studying jobs to understand tasks and requirements while job design organizes work into required tasks.
Succession planning is the process of identifying and developing internal employees with the potential to fill key leadership roles in the organization. It involves identifying critical positions, creating succession profiles for those roles, assessing current employees, developing succession plans, and reviewing and updating those plans. Succession planning helps ensure leadership continuity, saves costs associated with external hiring, and provides insight into the organization's talent. The process involves identifying critical positions, constructing succession profiles, assessing staff, creating development plans, developing successors, and reviewing plans on an ongoing basis.
Recruitment & Selection Process By Big It JobsBig IT Jobs
The document discusses recruitment and selection processes at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, while selection identifies applicants with the greatest likelihood of success. The recruitment process involves planning, strategy development, searching, screening and evaluation. Selection tests, interviews, reference checks, job offers and contracts are part of the selection process used to differentiate qualified applicants. The company follows well-defined recruitment and selection policies to acquire the best human resources and has opportunities to expand its processes, such as through additional testing, to further strengthen its selection of candidates.
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
This document summarizes the topics that will be covered in a group project on job design and analysis. The group members and their roles are listed. The agenda includes discussing topics like manpower planning, recruitment, recruitment policy, e-recruitment, selection procedures, interviews, placement, and induction. Brief descriptions are provided for each of these topics. For example, it defines manpower planning, discusses the recruitment process and factors, and outlines the typical selection procedure and components of an induction program.
The document discusses job analysis and its purposes. It describes the key aspects of job analysis including defining job duties and requirements, generating job descriptions, specifications, and evaluations. It outlines the job analysis process and methods for collecting information like observation, interviews, questionnaires, and diaries. The stages of job analysis are also summarized, including understanding the purpose, benchmarking positions, collecting data, seeking clarification, drafting descriptions, and supervisor review.
The document discusses various aspects of staffing including recruitment, selection, training, and performance appraisal. It begins by defining staffing and explaining its importance in identifying required personnel and placing the right people in jobs. It then describes methods of recruitment including direct, indirect, and third party approaches. The selection process involves screening applications, interviews, tests, and making a final selection. Training methods are also discussed along with using performance appraisal to develop employees.
This document discusses job analysis and talent management processes. It provides information on:
1) The basics and uses of job analysis including work activities, behaviors, equipment, standards, and human requirements.
2) Steps to conduct a job analysis including deciding how information will be used, reviewing background data, analyzing jobs, and developing descriptions.
3) Methods for collecting job analysis information such as interviews, questionnaires, observation, and quantitative techniques.
4) Guidelines for writing job descriptions and specifications focused on duties, requirements, and standards.
5) Defining talent management as an integrated process of planning, recruiting, developing, managing, and compensating employees to meet goals.
Human Resource Policies and Practices discusses key aspects of human resource management including recruitment, selection, and training. It defines human resource management as the process of hiring and developing employees so they become more valuable to an organization. The main responsibilities of human resource management include conducting job analyses, planning personnel needs, recruiting and selecting the right candidates, orientation and training, managing compensation and benefits, performance evaluation, and resolving disputes. Recruitment is the process of finding and hiring the best qualified candidates, while selection refers to interviewing and evaluating candidates to select the right individual for employment. Training teaches skills and knowledge related to specific job competencies and can take various forms such as induction training, on-the-job training, coaching, and
Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and qualifications required to perform a specific job. It involves studying job duties, working conditions, relationships, and the skills, education, and training required. The outcomes of job analysis include job descriptions, which summarize the tasks and responsibilities of a job, and job specifications, which outline the qualifications needed to perform the job. Job analysis provides important information for recruitment and selection, performance appraisal, training, compensation, and other human resource functions.
Job analysis involves determining the duties, skills, and qualifications required for a job. It is used for recruitment and selection, performance evaluation, training and development, compensation, and job design. Data for job analysis can be collected through interviews, surveys, observation, and reviewing records. The results are used to create job descriptions that outline responsibilities, and job specifications that list qualifications needed. Specifications can be based on expert judgment or statistical analysis of traits correlated with job performance. Effective job analysis facilitates human resource planning and management.
This document provides an overview of the recruitment and selection process. It defines recruitment as the process of finding prospective job candidates, and selection as the process of evaluating applicants and extending job offers. The document discusses the objectives, purposes, and need for recruitment. It also outlines common sources for recruiting candidates both internally and externally. The selection process involves screening applications, interviews, tests, and reference checks to find the best candidate for a role. Finally, the document defines placement as offering the job to the selected candidate and discusses probation periods for new employees.
The document discusses various topics related to human resource management, including job analysis, job design, job evaluation, human resource planning, recruitment and selection procedures, employee categories, orientation, workplace health and safety, and training. It provides details on processes like job analysis, different job evaluation methods, the steps in recruitment and selection, and principles of learning in a training context. Overall, the document offers an overview of key aspects of human resource management.
ANSH KHANDELWAL SELECTION AND RECRUITMENT (1).PPTXAnshKhandelwal17
This presentation covers recruitment and selection in human resource management. It defines recruitment as the process of finding prospective job candidates, and discusses the purpose and importance of recruitment, as well as internal and external factors that influence it. The presentation outlines common recruitment sources and processes, including identifying openings, job postings, screening resumes, interviews, assessments, background checks, and making a job offer. It also defines the selection process as choosing the right candidate for a position and describes the typical steps, from initial application to assessing qualifications and checking references, in order to make the final hiring decision.
The document discusses the key steps in acquiring human resources for an organization: human resource planning, job analysis, recruitment, selection, and induction. It provides details on each step, including what they involve and how they are carried out. For example, it notes that human resource planning forecasts future human resource needs and ensures the right people are in the right places. It also explains tools used for job analysis like questionnaires and interviews to understand job duties. The recruitment process of attracting candidates and selection process of evaluating them are also outlined.
1. Human Resource Management
MBA (G)/ MBA (B&F)
MBA 201
Module II
Yogesh Kumar
Faculty (HR), ABS,
Amity University Gurgaon
2. Job Analysis
• Job Analysis is 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.
• 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.
3. To establish and document the 'job relatedness' of
employment procedures such as
training, selection, compensation, and performance
appraisal.
Purpose of Job Analysis:
4. Process of Job analysis
Organizational
Analysis
Selection of
jobs to be
analyzed
Data
collection
Job
description
Job
specification
5. Methods of Collecting Job Analysis Data
• Observation
• Performing the job.
• Critical incidents
• Interview- individual & group
• Panel of experts
• Diary method
• Questionnaire
– Structured
– Unstructured
6. Job Description
• A job description is a written statement of the duties,
responsibilities, required qualifications and reporting
relationships of a particular job.
• The job description is based on objective information obtained
through job analysis.
• Job description acts as an important resource for
– Describing the job to potential candidates
– Guiding new hired employees in what they are specifically
expected to do
– Providing a point of comparison in appraising whether the
actual duties align with the stated duties.
7. Example of Job Description
JOB TITLE:_____ OCCUPATIONAL
CODE: ________
REPORTS TO:___ JOB NO. :
___________________
SUPERVISES:___ GRADE LEVEL:
_______________
AS ON DATE :_________
FUNCTIONS:
____________________________________________________________
__________________________________________
DUTIES AND RESPONSIBILITIES:
____________________________________________________________
__________________________________________
JOB CHARACTERISTICS:
____________________________________________________________
__________________________________________
8. Job Specification
• Job specifications specify the minimum acceptable
qualifications required by the individual to perform the task
efficiently. Based on the information obtained from the job
analysis procedures, job specification identifies the
qualifications, appropriate skills, knowledge, and abilities and
experienced required to perform the job.
• Job specification is an important tool in the selection process
as it keeps the attention of the selector on the necessary
qualifications required for that job.
9. Example of Job Specification
JOB TITLE: ___________________________________________________
EDUCATION:__________________________________________________
PHYSICAL HEALTH:
____________________________________________________________
APPEARANCE:
____________________________________________________________
MENTAL ABILITIES:
____________________________________________________________
SPECIAL ABILITIES:
____________________________________________________________
PREVIOUS WORK EXPERIENCE:
____________________________________________________________
SPECIAL KNOWLEDGE &
SKILLS:____________________________________________________
OTHER :
10. IMPORTANCE
• Human resource planning
• Personnel recruitment, Selection and placement
• Training and personnel development
• Employee compensation
• Engineering designing
• Job designing
• Performance measurement and rating
• Health and safety measures
• Career planning
12. 12–12
Human Resource Planning
– The process by which managers ensure that they
have the right number and kinds of people in the
right places, and at the right times, who are capable
of effectively and efficiently performing their tasks.
– Helps avoid sudden talent shortages and surpluses.
– Steps in HR planning:
• Assessing current human resources
• Assessing future needs for human resources
• Developing a program to meet those future needs
13. HR Planning
• Present and future manpower requirements
• Net human resource requirements
• Mould, change and develop employees to meet future
organizational requirements
• Attract and acquire human resources from the market
13
14. 4/20/2013 14
Strategic Human Resource Planning Involves
Design
HR goals in
alignment with
goals of the
organization are
designed
Identify
HR required to
achieve these
goals is identified
Develop
HR is developed
internally or
acquired them
from outside.
15. Recruitment
According to Edwin B. Flippo,“ Recruitment is the process of
searching the candidates for employment and stimulating them
to apply for jobs in the organisation ”
Meaning:
Recruitment is the activity that links the employers and the job
seekers.
A process of finding and attracting capable applicants for
employment
16. Recruitment
• Once an organization identifies its human resource needs
through employment planning, it can begin the process of
recruiting potential candidates for actual or anticipated
organizational vacancies.
• Recruiting brings together those with jobs to fill and those
seeking jobs.
18. Selection
Definition
According to Thomas stone “Selection is the process of
differentiating between applicants in order to indentify and
hire those with a greater likelihood of success on the jobs. ”
In simple words……
It is the functions perform by the management of selecting the right
employees at the right time After identifying the sources of human
resources, searching for prospective employees and stimulating them
to apply for jobs in an organization .
The objective of the selection decision is to choose the individual who
can most successfully perform the job from the pool of qualified
candidates.
19. Selection
• Selection involves a series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.
• The process of selection leads to employment of persons who
possess the ability and qualifications to perform the jobs, which
have fallen vacant in an organization.
• The basic purpose of the selection process is to choose right type
of candidates to man various positions in the organization. In
order to achieve this purpose, a well-organized selection
procedure involves many steps and at each step, unsuitable
candidates are rejected.
19
21. Employment Tests
• Mechanism that attempts to measure certain
characteristics of individuals, e.g.,
– aptitudes
– intelligence
– personality
• Should be validated before being used to make hiring
decisions
• Estimates say 60% of all organizations use some type of
employment tests.
22. EMPLOYMENT TESTS
Performance Test
Personality Test.
Aptitude Test.
Interest Test.
Intelligence Test.
Projective Test.
G K Test.
Perception Test
23. ADVANTAGES OF TESTS
Judging Mental Qualities.
Applicants Ability.
Character Of Candidate.
Proper Placement.
Systematic & Reliable Method.
26. PLACEMENT - INTRODUCTION
• Placement is a process of assigning a specific job to each of
the selected candidates.
• An actual posting of an employee to the specific job with rank
& responsibilities attached to it.
• It involves assigning a specific rank and responsibility to an
individual.
• It implies matching the requirements of a job with the
qualifications of the candidate’s
skills, abilities, potentials, capacities and their expectations
towards the organization.
27. PLACEMENT- SIGNIFICANCE
• It improves employee morale.
• It helps in reducing employee turnover.
• It helps in reducing absenteeism.
• It helps in reducing Conflict rates.
• It avoids misfit between the candidate and the job.
• It helps the candidate to work as per the predetermined
objectives of the organization.
29. INDUCTION - INTRODUCTION
• Once an employee is selected and placed on an appropriate
job, the process of familiarizing him with the job and the
organization is known as Induction.
• The process through which a new recruit is introduced into the
job.
• Removes fear from the mind, creates a good impression about
the organization and acts as a valuable source of information.
30. INDUCTION - OBJECTIVES
• To help the new comer to overcome his shyness and overcome
his shyness nervousness in meeting new people in a new
environment.
• To give new comer necessary information such as location of a
café, rest period etc.
• To build new employee confidence in the organization.
• It helps in reducing labor turnover and absenteeism.
• It reduces confusion and develops healthy relations in the
organization.
• To ensure that the new comer do not form false impression
and negative attitude towards the organization.
• To develop among the new comer a sense of belonging and
loyalty to the organization.
31. INDUCTION - CONTENTS
• Brief history and operations of the company.
• The company’s organization structure.
• Policies and procedure of the company.
• Products and services of the company.
• Location of department and employee facilities.
• Safety measures.
• Grievances procedures.
• Benefits and services of employee.
• Standing orders and disciplinary procedures.
• Opportunities for training, promotions, transfer
etc.
• Suggestion schemes.
• Rules and Regulations.