Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes

1. PERSONNEL
MANAGEMENT
Prepared by:
ROSHAN KUMAR PATEL (16152015)
M.Tech, Mining Engineering, IIT(BHU) Varanasi

2. INTRODUCTION to Job recruitment process,
descriptions, analysis techniques and its various
forms, Induction and training programmes

3. Flow Chart of Job Recruitment Process
ORGANIZATION
Vacant or New
Position occurs
Perform Job Analysis
and Plan recruiting
efforts
Generate Application
Pool via Internal and
External Recruiting
methods
Evaluate applicants
via Selection process
Impress Applicant
Make Offer
APPLICANT
Receive Education
and Choose
Occupation
Acquire Employment
Experiences
Search for Job
Openings
Apply for Jobs
Impress Company
during Selection
process
Evaluate Jobs and
Companies
Accept or Reject Job
Offers

4. The Recruitment Process: Job Analysis
 Job analysis involves determining the knowledge and skills that is
required to perform in a particular role.
 Job analysis is critical to recruitment and selection because it is the
foundation of a high quality process and when done well identifies not
only the skills and knowledge required to perform a role but also the
attributes, which can be used to assess ‘cultural fit’ within an organisation.
 Job analysis helps to identify the key selection criteria and inform the
position description, which are both key aspects in attracting suitable
candidates.
 A poor job analysis is likely to adversely affect the quality of outcomes,
irrespective of how well the rest of the selection process is executed.
 For example, without proper job analysis, interviewers may develop
incorrect beliefs about the position requirements and hire a person
unsuitable for the role.

5. The Recruitment Process: Job Analysis
How to determine required knowledge, skills and
attributes ??
KNOWLEDGE: What the person needs to know in order to perform in the
role i.e. One should have good understanding of theory as well as practical
knowledge required for the job. Example: Industrial relations.
SKILLS: The specific skill/ability needed to meet the required outcomes
of the role. Example: Planning and organizing Interpersonal skills (active
listening, empathy, social awareness, emotional awareness), Problem
solving, Better communication etc.
ATTRIBUTES: Personal characteristics/ style/values relevant to perform in
the role and to align with the organization. Example: Committed to social
inclusion, Team player, Empathetic, Respects difference etc.

6. Job Analysis Techniques
OBSERVATION:
 Comprehensive information can be gathered about observable activities
 Very time-consuming. Those observed may act differently from the norm.
INTERVIEW:
 Skilled interviewers can probe areas that require clarification.
 Interviewees may seek to impress the interviewer by ‘talking up’ the job.
GROUP DISCUSSION:
 Provides more balanced information than an individual interview because exaggeration
by job-holders will be discouraged.
 Time-consuming
 Logistically complicated to arrange.

7. Job Analysis Techniques
CRITICAL INCIDENTS:
 Forces an interviewee to focus on specific occurrences rather than to generalise.
 Helps to identify the types of behaviour that lead to success.
 A complex and time-consuming process.
QUESTIONNAIRE:
 Objective, efficient and straightforward way to gather a wealth of information. Less
opportunity for interviewer bias.
 If questions are not carefully designed, the information gathered may be difficult to
analyse.
WORK DIARY:
 A systematic way of gathering comprehensive information. Most suitable for higher-
level jobs.
 Very time-consuming for the individual, and if not structured, may be difficult to
analyse.

8. Job Description
In simple terms, this describes the job. Organisations usually have their own
standardised formats for job descriptions and although they vary enormously,
they generally include the following sections:
● Identification data: Job title, department, pay grade, main location.
● Organisational data: Responsible to and for, other working relationships
(this could be visually presented as an extract from the organisation chart).
● Job summary: A brief statement of why the job exists.
● Job content: An explanation of the principal duties or key result areas with
brief summarised descriptions.
● Miscellaneous: Unusual arrangements such as shift-working, a need to be
mobile, casual car-user allowance plus a reference to any other documents.
e.g. Collective agreements – which provide further details.

9. Job Description: Advantages
 A good job description is useful for all jobs.
 It can help with induction and training.
 It provides the basis for drawing up a person
specification - a profile of the skills and aptitudes
considered essential and desirable in the job-holder.
 It enables prospective applicants to assess themselves
for the job and provides a benchmark for judging
achievements.

10. Job Description: Format
A framework for a job description:
1 Job title
2 Department/Section
3 Main purpose of job
4 Key result areas/key tasks/main duties
a ________________________________
b ________________________________
c ________________________________
Etc.
5 Responsible for staff/equipment
6 Responsible to (reporting relationship)

11. Induction Programme
 Successful organisations will ensure that this process is treated as an important activity
and has sufficient resources devoted to it.
 The main reason is that new employees who have undergone an effective induction
programme are likely to be competent performers at their jobs more quickly than those
whose induction was scanty or non-existent.
 Also, the former group are less likely to leave the organisation at an early stage than the
latter group (in respect of whom this phenomenon is commonly known as the ‘induction
crisis’ and signifies a dissatisfaction with the job or the organisation or both).
 Different employees have different requirements, but they are all likely to need:
● to learn new tasks and procedures
● initial direction
● to make contacts and begin to develop relationships
● to understand the organisational culture
● to feel accepted

12. Induction Programme
 There are, however, certain groups of employees who may need particular consideration,
such as:
● School and college leavers
● People returning to work after a break in employment
● Employees with disabilities
● Management/professional trainees
● People from minority groups
● Employees who have undergone internal transfer or promotion
 The commencement of the induction process is difficult to pinpoint because for employees
new to the organisation, the imparting of information begins with the job advertisement. We
could therefore argue that the process starts at this early stage and plan accordingly.
 Induction programmes vary between two extremes – from the simple ‘tick box’ approach
(covering the essential organisational information that an employee must be told) to
comprehensive induction packages (which include, for example, video messages from the
chief executive, guest speakers, ‘getting to know you’ exercises, and group activities).

13. Methods of delivery and their applications
in the induction process
 Welcome pack containing information on the organisation, main terms and conditions,
joining instruction etc.
 Generally provided pre-employment to aid the gathering of essential employment
information and promote good first impressions of the organisation.
 Face-to-face meetings between the new appointee and people who are key to the role in
question, both from within and external to the organisation
 Usually arranged in the first few days of employment to facilitate good working
relationships and impart formal information about the job and informal information on the
organisational culture.
 Formal sessions aimed at groups of new appointees
 Held periodically, as a cost-effective means of instilling organisational values, providing
consistent core information and allowing for networking opportunities across functions.

14. Methods of delivery and their applications
in the induction process
 Information provided on the organisation’s intranet
 A useful backup to the information provided elsewhere. Should be an up-to-date and
detailed source of reference.
 Interactive e-learning activities
 Enable individuals to learn at their own pace, place and time, and provide an evaluation
mechanism to ensure that the learning cycle has been completed.

15. Who is responsible for the induction process?
There may well be several people involved in the planning and delivery of
the induction programme. In a small company it may be the personnel
officer, the manager or supervisor, and perhaps a 'buddy'. A larger
organisation may call on the abilities and skills of many people. These could
include:
• The personnel or human resource manager
• A competent health and safety adviser
• The training officer
• The line or department manager
• The supervisor
• The trade union or employee representative and safety representative

16. Training Programme
 The training and development of employees had been an integral part of personal
administration from the beginning in all kind of organizations both public and private.
 Training of employees has always gathered a special attention in the field of HRM.
 Both the organization, as well as, the employee as an individual, grows with training and
this growth is a dynamic process.
 Tanuja Aggarwala defines Training as a process “that attempts to improve employee
performance on a currently held job by providing the employee with the knowledge and
skills needed for their present job.”
 Biswajeet Pattanayak has defined training as a “planned programme designed to improve
performance and to bring about measurable changes in knowledge, skills, attitude and social
behaviour of employees for doing a particular job.”
 N.K. Singh define training and development as “a process that entails a comprehensive
assessment and a methodical nurture of the employees potentialities keeping in mind the
company’s requirements and objectives.”

17. Various Forms of Training
 Induction Training:
It is a form of introduction to the new employee to the new environment and workplace. The
trainee is introduced to the practices policies and purposes of the organization It includes visits
to different units, branches and sites. It is also imparted through some video or lectures. The
employee is given first hand experience of work and comes with direct contact with
equipment and fellow employees. Such training can vary in duration of week to a month.
 Promotional Training:
This type of training facilitates promotion of employees to high ranks of the organization
ladder. It raises the employee’s strength, vision and responsibility. The higher post demands
how techniques, work skills and attitudes which are developed by the senior staff counselling,
planned training programs of training institutes, study of office manuals and codes of conduct.
 Refreshers Training:
This is another kind of in-house training of an employee which is provided after some years of
service. The basic purpose is to update the employee with new skills, knowledge and literature
related to his field of work. Some new IT techniques, working styles, skill. The basic purpose
of this training is to remove the element of reducing and add new outlook to employee’s skills.

18. Various Forms of Training
 On-Job Training:
On Job training is imparted to employees with the idea that people learn best by the mistakes,
when they work. It is provided to all levels of employees during different spans of their career.
The different methods of this training are:
 Vestibule Training: This type of training is both theoretical and practical in nature.
Sometimes employees are given training in a classroom lecture style with use of charts,
models, lecture, projectors, multimedia players or digital smart boards. Practical training is
imported at different production sites and laboratories.
 Apprenticeship Training: In such type of training, the trainees work in daily planned office
schedule under the direct supervision of experts. They are provided actual work experience.
 Job Rotation: This training is done through the method of shifting the employees to different
seats and they are asked to work on those changed systems. The basic purpose is to break the
monotony of work and bored on acquired by continuously performing the same job.
 Internship Training: It is usually for skilled and technical staff. This training allows the
trainees to translate their theoretical knowledge into on job practical experiences including
management of machines and equipment.

19. CONCLUSION
 Recruiting people with the right skills and qualities is essential for any organisation if it
is to maintain and improve its efficiency. Not only the personnel manager but also the
line manager/supervisor has a part to play in the selection process. It is crucial that both
these people have training to enable them to carry out their roles effectively.
 Careful analysis of the job to be done, and of the competencies required to do it, is
necessary if the right people are to be fitted into the right job.
 Having selected the best candidate for the job, the next stage is to ensure that the new
recruit is successfully integrated into the organisation through a well planned induction
programme.
 Induction need not be an elaborate exercise, but it must be thought out in advance,
carried out in a timely and careful manner and evaluated to ensure that it meets the needs
of the employee.
 The benefits of a good induction programme are a more settled employee, a more
effective response to training, lower labour turnover and improved industrial relations.

20. REFERENCES
 Best practice recruitment and selection – a tool kit for community sector: At the State Services
Authority, Email:info@ssa.vic.gov.au and At the Department of Planning
and Community Development, Email:communitysector@dpcd.vic.gov.au , State Government of
Victoria 2009
 Human Resource Practice, 5th edition by Malcolm Martin, Fiona Whiting and Tricia
Jackson
 Chapter No. 4th of Recruitment, Training, Promotion and Performance Appraisal as
Components and Practices of HRM by GAIL (India) Limited
 Recruitment and Induction by Acas, London, 2002
 Writing job descriptions by Fowler & Alan, London, CIPD, 2000
 A handbook of Human resource management practice, 10th edition by Michael Armstrong
 Guidelines on best practice in recruitment and selection
 Recruitment, selection and appointment procedure by Government of Western Australia,
Department of Health