UNIT-II

Procurement: Human Resource Planning –

HR Forecasting methods - Job analysis and
Job design – Recruitment - Selection –
Induction
 Lesson plan

Lecturer’s name: Ms. Chandana Valluripalli

Duration: 10 Hrs
Subject/Unit: Human Resource Management
Level: Under -Graduation-BBA
Aims of lesson: To know about Workforce planning
Lesson objectives: Understand the meaning HRP,job analysis
Resources: Lecture, ppt ,videos
Assessment Q&A, Chat bomb
 Procurement

 Procurement is the process of finding and agreeing to terms, and acquiring

goods, services, or works from an external source , often via a tendering or
competitive bidding process.

 It is concerned with obtaining the proper kind and right number of personnel
at the right time and at the most economical rates.

 It deals specifically with the determination of manpower requirement,

recruitment, selection, induction and placement.
Procurement Function of Personnel Management

 Procurement is first operational function of Human resource or

personnel management.

 Procurement is subjected to procuring and employing people who fits the

position and have necessary skill set, mindset, attitude and knowledge.

Procurement Functions

 Job analysis
 Manpower planning
 Recruitment
 Selection
 Placement
 Induction
 Internal mobility
 Human Resource Planning

 Human resource planning (HRP) is the continuous process of systematic

planning ahead to achieve optimum use of an organization's most valuable
asset—quality employees.

  HRP ensures the best fit between employees and jobs while avoiding
manpower shortages or surpluses.

 It allows companies to plan ahead so they can maintain a steady supply of

steady supply of skilled employees, that's why it is also referred
to as workforce planning.

 The process is used to help companies evaluate their needs and to plan
ahead to meet those needs.
 DEFINITION
According to E.W. Vetter, human resource planning is “the process by which a
management determines how an organisation should make from its current
manpower position to its desired manpower position.”

FEATURES:
 Well Defined Objectives

 Determining Human Resource needs

 Keeping Manpower Inventory

 Adjusting Demand and Supply

 Creating Proper Work Environment

 • Employee recruitment
• Administrative Manual

OBJECTIVE • Equality and validity

• Systematic human resource plan
• Design the desired future and identify ways to achieve it

S • Tips for daily planning

• Meet the organizational needs
• Visualize your big tasks in small pieces
• Organize and study your agenda
 HRP is a Four-Phased Process
The first phase involves the gathering and analysis of data through manpower inventories
and forecasts

The second phase consists of establishing manpower objectives and policies and gaining
top management approval of these.

The third phase involves designing and implementing plans and promotions to enable
theorganization to achieve its manpower objectives.

The fourth phase is concerned with control and evaluation of manpower plans to
facilitate progress in order to benefit both the organization and the individual. The long
run view means that gains may be sacrificed in the short run for the future grounds. The
planning process enables the organization to identify what its manpower needs is and
what potential manpower problems required
current action. This leads to more effective and efficient performance.
 Importance of HRP

1.Future Personnel Needs

2.Part of Strategic Planning

3.Creating Highly Talented Personnel

4.International Strategies

5.Resistance to Change

6.Succession Planning
FACTORS
Factors Affecting HRP

External Factors Internal Factors

• Firm’s Plans and Guidelines

• Legislative Provisions
• Rules and Regulations for Human
• Level of Economic Development Resources

• Business Environment • Job Analysis

• Perspective of Timeframe
• Technological Advancements
• Reliability and Credibility of
• Global Influences Information

• Policies regarding the Operational

and Production System of Firm

• Trade Unions

• Phases of Organisational Lifecycle

HRP Process
HR FORECASTING METHODS

 HR forecasting is the process of predicting demand and supply—

whether it’s the number of employees or types of skills that are needed
and available to get the job done.

 Basic forecasting techniques include:

 Yearly sales or production projections.

 Quantitative assessments, using mathematical calculations, that examine

how many employees are needed and when.

 Qualitative assessments, based on judgment, that determine culture-fit and

skill qualifications or desired personal and professional qualities.
The techniques are:

o Managerial judgement

o Ratio-trend analysis

o Regression analysis

o Work study techniques

o Delphi technique

o Flow models

o Others
JOB ANALYSIS:
• Job analysis, it is useful to understand the meaning of job itself.

• Job analysis is the process of collecting job related information.

Such information helps in the preparation of job description and
job specification.

• Job analysis refers to the process of collecting information about a job.

It involves Collection of information that should include knowledge, skill and
ability (KSA) the incumbent should possess to discharge a job effectively.

Types of Information to be Collected by Job Analysis:

• Work Activities
• Worker-Oriented Activities
• Job-Related Tangibles and Intangibles
• Work Performance
• Job Context
• Personal Requirements
 Decenzo and P. Robbins define other terms as follows

Task It is a distinct work activity carried out for a distinct purpose.

Duty It is a number of tasks

It refers to one or more duties performed by one person in an organization, There

Position are at least as many positions as there are workers in the organization; vacancies
may create more positions than employees

It is a type of position within the organization

Job

It is group of two or more jobs that either call for similar worker characteristics or
Job Family
contain parallel work tasks determined by job analysis
Occupation It is a group of similar jobs found across organizations
It represents a sequence of positions, jobs, or occupations that a person has over
Career
his working life
Job Analysis Information Hierarchy
 Process of Job Analysis:
What is important is that there should be fit between job demands
(job description) and abilities required to discharge the tasks(job specification).

Any mismatch is likely to result in job dissatisfaction that carries dysfunctional

consequences like low productivity, absenteeism and turnover.
METHODS OF COLLECTING
 
The methods of collecting job-related data are

 Observational method
 Interviews
 questionnaire
 Checklists
 Technical conferences
 Diary
 
PROBLEMS WITH JOB ANALYSIS

 Support from Top Management

 Single Means and Source

 No Training or Motivation

 Activities may be Distorted

 Methods of Job Analysis
• The most general Job Analysis methods are discussed below:
• 1. Observation Method: In this method the job analyst observes the employees work and records all the
tasks that are performed and also those that are not performed. This may seem to be an easy method of job
analysis, but it is the most difficult one. The main reason being that every person has a different way of
observing things, which might involve personal bias, likes and dislikes which will not give the desired results.
• 2. Interview Method: In this method the manpower is interviewed. The employee under this method comes
up with different ideas towards their working style, problems faced by them and uncertainties or insecurities
faced by them. It helps the organization in knowing exactly what the employees are thinking about their jobs.
This helps in minimizing errors as not only one employee is interviewed, but everyone in the organization is
interviewed.
• 3. Questionnaire Method: This is another common method of Job Analysis, which uses a questionnaire to be
filled by the employees. Care should be taken while framing questions for this, because this method also
suffers from bias by the superiors. It is always better if the staff is communicated in a better way to make
them understand that the data collected is for their own good. Here different types of questionnaires are
prepared for different grades which is also time consuming.
 Job Description
This is a very vital document which is usually explanatory in nature. It consists of both organizational as well as functional
information. It provides information as to the scope of activities, position of the job and the responsibilities. It gives the
employees a very clear picture of what is required of him to meet the goals of his job.
A good Job Description must consist of the following:
(i) It should include the nature and scope of the job along with accountability.
(ii) A good Job Description should be lucid about the position, responsibilities and duties.
(iii) The complexity of the job.
(iv)The amount of skills required for that particular job.
(v)How far are the problems consistent?
(vi) The level of responsibility the worker has for each stage of work.

Contents of Job Description

Usually, the Job Description consists of the following:
→ Job classification
→ Job Summary
→ Duties and Responsibilities
→ Relation to other jobs
Example of job description
 Job Specification
Job Specification converts the job description to qualifications that are required for, in performing the job. This is usually a
statement which consists of qualification, characteristics, traits etc, for an employee to possess to perform his duties. The
first thing here is to prepare a directory of all jobs and then the next step is to make a write up of each and every job.

Contents of Job Specification

The following are the contents of Job Specification:

→ Physical Qualifications: These qualifications or specifications vary from job to job. Physical Qualifications are nothing
but the capabilities of employees. These include height, weight, hearing, vision, capacity to handle machines etc.
→ Mental Qualifications: This includes the ability to interpret data, calculations, planning, general knowledge, judgement,
memory etc.
→ Social and Emotional specifications: This is vital for the role of Managers and Supervisors. It includes emotional
constancy and elasticity. It also includes the way they dress, personality and relationship.
→ Behavioral Qualifications: This qualification is very important in selecting employees for higher levels of management.
This specification asks to depict the acts of the managers rather than traits which cause those acts. This includes creativity,
research, maturity level, dominance etc.
 Workforce planning@ BMW

https://www.youtube.com/watch?v=QgGdGYIsVhE
 JOB DESIGN:
Job design involves conscious efforts to organise tasks, duties and
responsibilities into a unit of work to achieve certain objectives. Job design
follows job analysis.

It involves conscious efforts to organise tasks, duties, and responsibilities into a unit
of work to achieve certain objectives.
Thus, job design involves three steps:
1. The specification of individual tasks,
2. The specification of the method(s) of performing each task, and
3. The combination of tasks into specific jobs to be assigned to individuals.

Job analysis provides job-related data as well as the skills and knowledge required
for the incumbent to perform the job. A better job performance also requires
deciding on sequence of job contents. This is called ‘job design’.
Factors:

Job design is not an exclusive one. It affects and is also affected by various factors.
 
1. Organisational factors
 Task Features
 Work Flow
 Ergonomics
 Work Practices

2. Environmental factors
 Social and Cultural Expectations
 Employee Ability and Availability

3. Behavioural factors.
 Autonomy
 Use of Abilities
 Variety
METHODS/TECHNIQUES OF JOB DESIGN :

Jobs can be designed to range from very simple to highly complex depending on
the use of the worker’s skill

1. Work Simplification
2. Job Rotation
3. Job Enrichment
4. Job Enlargement

 
RECRUITMENT:
“Recruitment is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which
new employees are selected”.

The process of recruitment

(I) Identifies the different sources of labour supply

(II) Assesses their validity
(III) Chooses the most suitable source(S)
(IV) Invites applications from the prospective candidates for the vacant
posts/jobs.
FACTORS

These are broadly classified into two categories:

Internal Factors External Factors

Demographic Factors Size of the Organisation

Recruiting Policy Labour Market
Image of Organisation Unemployment Situation
Image of Job Labour Laws
Legal Considerations
SOURCES OF
RECRUITMENT

•METHODS OF RECRUITMENT

• 1. Direct Method

•2. Indirect Method

•3. Third Party Method

 External source Innovative methods of
Internal sources recruitment
Promotion Media Advertisement Chat bots
Transfer Employment Agencies Gamification
Job Posting Campus Recruitment Augmented Reality
Recommendations or referrals Gig Workers
Labour contractor Social Media
Poaching or Raiding
Outsourcing
Internet (E-Recruitment)
Union as a Source
Unsolicited or Walk-in Applicants
Job Fairs
 Merits of Internal Sources of Recruitment Merits of External Sources of Recruitment

Internal recruitment is motivating to employees as they see By using external source of recruitment the management can attract
opportunities for future growth in the organization, particularly in the qualified and trained people to apply for the vacant job in the
case of promotion organisation.

It leads to simplification of recruitment and selection process as The management has a wider choice when selecting the candidates
candidates are available internally and simplified selection process using external sources of recruitment.
may be followed in place of rigorous process used in selecting
candidates from external sources.

It leads to reduced training and development efforts as many training External recruitment brings new blood in the organization i.e.; new
and development efforts are not required, for example, orientation, employees with updated talents and technology.
understanding of organizational culture and practices, etc.

It leads to workforce rationalization by transferring employees from If a company taps external sources, the existing staff will have to
those units having surplus employees to those units having shortage compete with the new staff for better performances and results.
of employees
SELECTION:
Selection starts where recruitment ends.
Selection follows recruitment.
Selection is the process by which candidates for employment are
divided into class — those who will be offered employment and those who
will not

SELECTION-RECRUITMENT
Significance of Selection : Selection of employees is very important because the costs of
induction and training have increased and it is very difficult to terminate the services of
an employee once he is confirmed on the job. If the right type of persons are not
selected, the employer will have to suffer a huge loss in terms of quantity and quality of
work. Selection of employees must be done very carefully because mistakes in selection
may prove to be Very costly later on.
Basic Elements in the Selection Process
Organizational Goals
Job Design
Job Success Criterion
Job Specification
Selection Instruments
 Steps in Scientific Selection Process
1) Job Analysis,
(1) Recruitment.
(3) Application Form,
(4) Written Examination,
(5) Preliminary Interview
(6) Business Games
(7) Group Discussion
(8) Tests.
(9) Final Interview.
(10) Medical Examination
(11)Reference Checks
(12) Job offers/Appointment letter
(13) Employment/placement
 SELECTION METHODS:
The selection process is likely to vary from organisation to organisation depending
upon the nature of jobs and organisation.
Not with standing, following are the steps involved in a standard selection process:

1.Preliminary Interview

2. Application Blank

3. Selection Tests

4. Selection Interview

5. Reference Checks

6. Physical Examination

7. Final Selection
 onboarding
• Employee onboarding is broadly defined as the process of familiarizing
a (new) employee with the organization’s policies, the employee’s role
in the organization, and the organization’s culture. It also involves
creating an environment in which the employee is made comfortable
enough to interact freely with their colleagues and establish social
relationships in the workplace.
• Specifically, it involves getting the employee to complete the necessary
paperwork for labor law compliance and equipping them with all the
tools they need to do their job well. During onboarding, employees
learn what the organization expects from them in terms of skills,
communication style, and attitude.
The Employee Onboarding Process
INDUCTION:

 Induction is welcoming a new employee to the organisation

 when a person joins a new job, he/she also needs the same type of introduction
to his/her job and the organisation. This introduction is called ‘induction’.

 Induction is also known as ‘orientation’ and ‘indoctrination’.

 It is the process of welcoming, indoctrination and socialisation of new employee

to his/her job and organisation.

 According to Michael Armstrong , “Induction is the process of receiving and

welcoming an employee when he first joins a company and giving him basic
information he needs to settle down quickly and happily and start work”.
OBJECTIVES:

An induction programme is designed to achieve the following objectives:

1. To reduce the initial anxiety all new entrants feel when they join a new job
in a new organisation.

2. To familiarize the new employees with the job, people, work-place,

work environment and the organisation .

3. To facilitate outsider - insider transition in an integrated manner.

4. To reduce exploitation by the unscrupulous co-workers.

5. To reduce the cultural shock faced in the new organisation.

Benefits:
The following are the benefits to the new comer and the organsation:

1. A well-designed induction programme reduces anxiety, nervousness,

absenteeism and employee turnover.
2. Induction helps minimize the reality or cultural shock new employees
undergo on joining a new organisation.
3. Effective induction also helps integrate the new employees into the
organisation and fosters the feeling of belongingness to the new
organisation.
4. Induction also binds the newcomer and the present employees in a team

Phases of Induction Programme:

A carefully designed induction programme consists of the following three phases:
1.General Induction
2. Specific Induction
3. Follow-up Induction