Job analysis – Role analysis – Recruitment – Selection – Right Sizing - Testing – Interview

1. HRM
Dr. NGPASC
COIMBATORE | INDIA
Dr. N.G.P. ARTS AND SCIENCE COLLEGE
(An Autonomous Institution, Affiliated to Bharathiar University, Coimbatore)
Approved by Government of Tamil Nadu and Accredited by NAAC with 'A' Grade (2nd Cycle)
Dr. N.G.P.- Kalapatti Road, Coimbatore-641048, Tamil Nadu, India
Web: www.drngpasc.ac.in | Email: info@drngpasc.ac.in | Phone: +91-422-2369100
RAJAKRISHNAN M
Assistant Professor in Commerce CA

2. Dr. NGPASC
COIMBATORE | INDIA
Methods for Collecting Job Analysis Data
1. Participant Diary/Logs:
2. Interview
3. Critical Incidents
4. Technical Conference Method
5. Job Performance
6. Functional Job Analysis
• The extent to which specific instruction are necessary to perform the task
• The extent to which reasoning and judgment are required to perform the
task
• The mathematical ability required to perform the task and
• The verbal and language facilities required to perform the task.
7. Observation Method
8. Questionnaires

3. Dr. NGPASC
COIMBATORE | INDIA
Questionnaire

4. Dr. NGPASC
COIMBATORE | INDIA
Role Analysis
Role analysis is the process of defining a role in the context of its work system,
interims of expectation of important persons, detailing specific tasks under each
function, and elaborating the process, standards and critical attributes namely
knowledge, attitude, skill, habits (KASH) required for effective role.
Process of Role Analysis

5. Dr. NGPASC
COIMBATORE | INDIA
Process of Role Analysis
Focal Person’s Perception of his Role:
perception developed by a person when work or role is allotted to him is focal person’s perception of his
role.
Role Sent and Received:
A role sender sends role to focal person according to his perception. In an organizational setting, there
may be more than one role sender.
Focal Person’s Perception of his Role as Perceived by Role Sender:
Here the focal person tries to establish his role in the light of the expectations from the role sender. The
focal person may change his role perception in the light of role sent.
Actual Role Perception:
This is a condition when focal person as well as the role sender match. In a complex role actual role
perception is established by lot of discussion.

6. Dr. NGPASC
COIMBATORE | INDIA
Recruitment
According to Edwin B. Flippo, “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the organisation.”
Recruitment to Human Resource Acquisition
Process

7. Dr. NGPASC
COIMBATORE | INDIA
Factor Affecting Recruitment - Internal
· Wage and salary
policies;
· The age composition
of existing working
force;
· Promotion and
retirement policies;
· Turnover rates;
· The nature of
operations involved
the kind of personnel
required;
· The level and
seasonality of
operations in
question;
· Future expansion
and reduction
programmes;
· Recruiting policy of
the organisation;
· Human resource
planning strategy of
the company;
· Size of the
organisation and the
number of employees
employed;
· Cost involved in
recruiting employees,
and finally;
· Growth and
expansion plans of
the organisation.

8. Dr. NGPASC
COIMBATORE | INDIA
Factor Affecting Recruitment - External
· Supply and demand of specific skills in the labour market;
· Company’s image perception of the job seekers about the company.
· External cultural factors: Obviously, the culture may exert considerable check on recruitment. For
example, women may not be recruited in certain jobs in industry.
· Economic factors: such as a tight or loose labour market, the reputation of the enterprise in the community as a good
pay master or otherwise and such allied issues which determine the quality and quantity of manpower submitting itself
for recruitment.
· Political and legal factors also exert restraints in respect of nature and hours of work for women and children, and allied
employment practices in the enterprise, reservation of Job for SC, ST and so on.

9. Dr. NGPASC
COIMBATORE | INDIA
Sources of Recruitment
Internal Sources
External Sources
• Employment agencies.
• Educational and technical institutes. and
• Casual labour or “applicants at the gate” and
nail applicants.

10. Dr. NGPASC
COIMBATORE | INDIA
Methods of Recruitment
1. Direct Methods: Methods of contacting perspective
candidates

11. Dr. NGPASC
COIMBATORE | INDIA
Methods of Recruitment
2. Indirect Methods:
Advertisement,
Newspapers,
Journals,
Radio
Television.
3. Third - Party Methods:
Public employment agencies
Private employment agencies

12. Dr. NGPASC
COIMBATORE | INDIA
Selection
According to Dale Yoder, “Selection is the process in which candidates for
employment are divided into two classes-those who are to be offered
employment and those who are not”.
Difference between Recruitment and Selection: Difference between
recruitment and selection has been described by Flippo as,
“Recruitment is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organisation. It
is often termed positive as is stimulates people to apply for jobs,
selection on the other hand tends to be negative because it rejects a
good number of those who apply, leaving only the best to be hired.”

13. Dr. NGPASC
COIMBATORE | INDIA
Selection and Recruitment - Distinctions
1. Difference in Objective: The basic objective of recruitment is to attract maximum number
of candidates so that more options are available. The basic objective of selection is to choose
best out of the available candidates.
2. Difference is Process: Recruitment adopts the process of creating application pool as
large as possible and therefore. It is known as positive process. Selection adopts the process
through which more and more candidates are rejected and fewer candidates are selected or
sometimes even not a single candidate is selected. Therefore, it is known as negative
process or rejection process.
3. Technical Differences: Recruitment techniques are not very intensive, and not require
high skills. As against this, in selection process, highly specialised techniques are required.
Therefore, in the selection process, only personnel with specific skills like expertise in using
selection tests, conducting interviews, etc., are involved.
4. Difference in Outcomes: The outcome of recruitment is application pool which becomes
input for selection process. The outcome of selection process is in the form of finalising
candidates who will be offered jobs.

14. Dr. NGPASC
COIMBATORE | INDIA
Selection Procedure

15. Dr. NGPASC
COIMBATORE | INDIA
Right-sizing
There are two approaches to right-sizing; the first is by applying some simple
mathematics to get to the point of determining exactly how many people you need to
maintain the business operation at its current level. To do this we need to establish
the prime working days in the organisation (see Developing HR Strategy, Issue 32,
May 2010). Let us say this is 261 working days per employee — in other words each
employee is at the workplace for 261 days a year — working. Multiply that by the
total number of employees and you arrive at the total days available to do work in
one year. Let us call this Maximum people days. If the work is being done in this
amount of days, all is well and we have the right number of people. But we must
subtract holidays, sickness, training days, etc to give a more accurate picture of how
many people are needed (Figure 6). In addition, as people improve their skills and
ability to do the work, so fewer people will be required providing you have a
reasonably stable organisation.
Source:

16. Dr. NGPASC
COIMBATORE | INDIA
Right-sizing
Source:

17. Dr. NGPASC
COIMBATORE | INDIA
Right-sizing
Source:
• Then you have an additional question — how many hours in a week do people really
work? (By this I mean not their contracted hours, but hours that they actually do work)
• Research completed in 2010 showed that talented people worked 32 hours, average
employees 20 hours and poor performers five hours a week. If you have this
information you can now make some good and informed assumptions about how
many people you actually need. That will get you to the right size, or close to it.
• Another method is just to slowly but sensibly reduce the size of the organisation over
time, while watching productivity levels. It is unlikely that a reduction of 1–5% will have
any noticeable impact on either quality or production. On the contrary — in my
experience reductions of up to 8% normally show an improvement in productivity.
• The reduction in numbers to achieve right-sizing can be achieved in so many ways —
a freeze on non-essential recruitment, early retirement, voluntary severance, more
part-time employees, tighter controls on sickness — all of these are of course HR
activities.

18. Dr. NGPASC
COIMBATORE | INDIA
Testing
A. Aptitude Tests: These measure whether an individual has the capacity or talent ability to learn
a given job if given adequate training. These are more useful for clerical and trade positions.
B. Personality Tests: At times, personality affects job performance. These determine personality
traits of the candidate such as cooperativeness, emotional balance etc. These seek to assess an
individual’s motivation, adjustment to the stresses of everyday life, capacity for interpersonal
relations and self-image.
C. Interest Tests: These determine the applicant’s interests. The applicant is asked whether he
likes, dislikes, or is indifferent to many examples of school subjects, occupations, amusements,
peculiarities of people, and particular activities.

19. Dr. NGPASC
COIMBATORE | INDIA
Testing
D. Performance Tests: In this test the
applicant is asked to demonstrate his
ability to do the job. For example,
prospective typists are asked to type
several pages with speed and
accuracy.
E. Intelligence Tests: This aim at
testing the mental capacity of a
person with respect to reasoning,
word fluency, numbers, memory,
comprehension, picture arrangement,
etc. It measures the ability to grasp,
understand and to make judgement.

20. Dr. NGPASC
COIMBATORE | INDIA
Testing
F. Knowledge Tests: These are devised to measure the depth of the
knowledge and proficiency in certain skills already achieved by the
applicants such as engineering, accounting etc.
G. Achievement Tests: Whereas aptitude is a capacity to learn in the
future, achievement is concerned with what one has accomplished.
When applicants claim to know something, an achievement test is
given to measure how well they know it.
H. Projective Tests: In these tests the applicant projects his
personality into free responses about pictures shown to him which
are ambiguous.

21. Dr. NGPASC
COIMBATORE | INDIA
Types of interviews
(A) Degree of Structure
(B) Purpose of Interview
(C) Content of Interview

22. Dr. NGPASC
COIMBATORE | INDIA
Types of interviews
(A) Degree of Structure:
(1) Unstructured or non directive: in which you ask questions as they come to
mind. There is no set format to follow.
(2) Structured or directive: in which the questions and acceptable responses
are specified in advance. The responses are rated for appropriateness of content.
(B) Purpose of Interview: A selection interview is a type of interview designed
to predict future job performance, on the basis of applicant’s responses to the oral
questions asked to him.
A stress interview is a special type of selection interview in which the applicant is
made
uncomfortable by series of awkward and rude questions. The aim of stress
interview is supposedly to identify applicant’s low or high stress tolerance. In such
an interview the applicant is made uncomfortable by throwing him on the
defensive by series of frank and often discourteous questions by the interviewer.

23. Dr. NGPASC
COIMBATORE | INDIA
Types of interviews
(C) Content of Interview: The content of interview can be of a type in which
individual’s ability to project a situation is tested. This is a situation type
interview. In job-related interview, interviewer attempts to assess the
applicant’s past behaviours for job related information, but most questions are
not considered situational.
In a behaviour interview a situation in described and candidates are asked how
they behaved in the past in such a situation. While in situational interviews
candidates are asked to describe how they would react to situation today or
tomorrow. In the behavioural interview they are asked to describe how they did
react to the situation in the past.

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