Human Resource Management Unit 2 Acquisition of Human Resource

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Human Resource Management Unit 2 Acquisition of Human Resource

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Human Resource Management Unit 2 Acquisition of Human Resource Notes cover all the exercise questions in UGC Syllabus. Human Resource Management Unit 2 Acquisition of Human Resource provided here ensures a smooth and easy understanding of all the concepts. Understand the concepts behind every Unit and score well in the board exams.

Acquisition of Human Resource

HUMAN RESOURCE MANAGEMENT

1. What is Planning?

Ans: Planning is a basic managerial function. It helps in determining the course of action to be followed for achieving various organisational objectives. Planning is a decision in advance. What to do, when to do, how to do and who will do a particular task. It is a process which involves ‘thinking before doing’

2. What is meant by Manpower Planning?

Ans: Manpower planning means developing and determining objectives policies and programmes to develop and utilise the existing manpower in the desired direction to achieve organisational objectives i.e. appointing right man on the right job and at the right time.

3. Write down the two main forms of Manpower Planning on the basis of time-span.

Ans: There are two main forms of manpower planning on the basis of time-span.

(i) Short term manpower planning.

(ii) Long term manpower planning.

4. Mention two elements of long-term Manpower Planning.

Ans: The two elements of long-term manpower planning are:

(i) Projecting the organisation structure.

(ii) Manpower inventory and analysis.

5. Write down the two problems of short-term Manpower Planning.

Ans: The two problems of short-term manpower planning are:

(i) The weak incumbent.

(ii) An unexpected vacancy.

6. What is Job Analysis?

Ans: Job analysis means a detailed and systematic study of each job to establish in advance the standards of the people to be appointed on the job. It involves collection, compilation and analysis of the data regarding each job in order to define and characteristic each occupation as to distinguish it from all other job.

7. What are the two products of job analysis? Name them.

Ans: The two products of job analysis are:

(i) Job description.

(ii) Job specification.

8. Write any two importance of Manpower Planning.

Ans: The two importance of manpower planning are:

(i) Effective employee development programme.

(ii) Efficient work force.

9. What are the two philosophies of Recruitment?

Ans: (i) Traditional. and

(ii) Realistic.

10. What is the full form of WAB?

Ans: The full form of WAB is Weighted Application Blanks.

11. What do you mean by Socialisation?

Ans: Socialisation is the process of adoption to new values, norms and attitude. The socialisation process consists of three stages pre-arival, encounter and metamorphosis.

12. Mention the phases of Induction Programme?

Ans: (i) General Induction.

(ii) Specific Induction.

(iii) Follow-up Induction.

13. Define Recruitment.

Ans: Recruitment is the process of discovering the potential applicants for actual or anticipated organisational vacancies.

According to Edwin B. Flippo, “Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation”.

14. Name the quality, which is demanded from a job holder.

Ans: Job specification is the quality which is demanded from a job holder.

15. Mention two functions of Recruitment.

Ans: The functions of recruitment is two fold:

(i) To discover sources of manpower. and

(ii) To attract an adequate number of prospective employees.

16. What are the sources of recruitment?

Ans: The sources of recruitment are:

(i) Internal sources.

(ii) External sources.

17. What are the procurement function of personnel department?

Ans: The procurement function of personnel department includes three major sub-function:

(a) Recruitment.

(b) Selection. and

(c) Placement on the job.

18. What do you mean by selection?

Ans: By selection we mean a process by which the qualified personnel can be chosen from the applicants who have offered their services to the organisation for employment. It is a negative process of employment in which only a few who qualify for the job are offered employment and others are denied the opportunities.

19. Mention two problems of selection process in India? 

Ans: The two problems of selection process in India are:

(i) Lack of manpower planning.

(ii) Defective recruitment policies.

20. What is placement?

Ans: Placement means offering of the job to the finally selected candidate. It is the duty of personnel manager or department to offer a job to the new entrant, which is most suited to his abilities, capabilities and qualifications.

21. Define Test.

Ans: A test has been defined both in a broad and in a narrow manner. Broadly, it has been defined by Groonbach as a “Systematic procedure for comparing the behaviour of two or more persons.” In a narrow sense, according to Milton, “Test is a sample of an aspect of an individuals behaviour, performance of attitude.” We may also define a test as a systematic procedure for sampling human behaviour.

22. What do you mean by interview?

Ans: Interview is undoubtedly the common device of selecting a person on the job but it has certain limitations. Therefore the device of interview should be used very carefully while selecting candidate for the job. It is a method by which an idea about an applicant’s personality including his intelligence, interests, and general attitudes towards life, can be obtained.

23. Define induction.

Ans: Induction follows placement. Induction consists of the task of introducing or orienting the new employee to the company.

According to Billimoria, “Induction is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organisation.” In other words, induction is a welcoming process.

24. What is outplacement?

Ans: Outplacement means help in finding new job after redundancy.

1. Write a short note on manpower planning? State the objectives of manpower planning. Mention five essential characteristics of manpower planning. 

Ans: Planning for manpower is more important than planning for any other resource. It is the basis for most of the other functions. Manpower planning is a major managerial responsibility to ensure adequate supply of personnel at the right time both in terms of their quality and quantity. According to Eric W. Vetter, “The process by which management determines how the organisation should move from its current manpower position to its desired manpower position.”

MacBeath has divided manpower planning into two parts:

(a) The first stage is concerned with planning manpower requirements for all types and level of employees.

(b) The second stage is concerned with planning of manpower supplies to provide the organisation with right type of people.

As the manpower planning is a concerned with the optimum use of the human resources, it can be of great benefits at both national as well as organisational level. The organisations which undertake it in a systematic manner, find it quite useful.

Normally manpower planning serves the following objectives:

(i) To ensure optimum use of available manpower.

(ii) Forecasting of future requirements.

(iii) Cope with changes in the competitive forces.

(iv) Help in the recruitment and selection.

(v) Maintaining production level.

(vi) Effective employee development programmes.

The five essential characteristics of manpower planning are:

(i) It is a continuous and never ending process.

(ii) It is a comprehensive process which include various aspects of manpower management.

(iii) It involves determination of future needs of manpower in the light of organisational planning and structure. 

(iv) It takes into account the manpower available at a future date in the organisation.

(v) It deals with effective utilisation of manpower.

2. What are the prerequisites for manpower planning? Outline the factors affecting manpower planning.

Ans: The implementation and development of manpower planning need following prerequisites:

(i) Business objectives should be clear and declared in advance and the manpower planning should be integrated with it.

(ii) Support from the top management because it is the responsibility of it.

(iii) Well organised personnel department will collect, record, analyse, interpret and maintain full information relating to personnel.

(iv) Determination of other related personnel policies like promotions, transfers, wage administration, overtime, fringe benefits, training etc.

(v) Planning responsibility should be on personnel or planning manager or on some responsible senior executive.

(vi) Fixing planning period whether short-term or long-term.

(vii) Manpower standards should be fixed to avoid over and under staffing.

Following three factors are the basis of manpower planning:

(i) Study of existing manpower stock by dividing into groups on the basis of various functions occupations, skill and qualification.

(ii) Adjustment for wastage of manpower.

(iii) Assessment of future manpower requirement taking into account the various foreseeable changes.

3. Discuss the uses of job analysis in manpower planning. What are the three methods employed in job analysis? 

Ans: A comprehensive job analysis is essential in designing a sound personnel programme.

In order to hire the right persons on a job, it is essential to know the requirements of the job and qualities of the individual will perform it. The informations regarding these two are procured from job analysis, job description and job specification. It facilitates the execution of employment programme.

Job analysis is the qualitative aspect of manpower requirements. It determines the demands of the job in terms of responsibilities and duties. It determines the quantum of work which an average person can perform on the job in a day. It facilitates the division of work into different jobs. Thus, it is an essential element of manpower planning as it matches jobs with men.

The three methods employed in job analysis are as follows:

(i) The first method is to observe the workers and formally identify the workers and record the task they perform.

(ii) The second method is obtaining information by interviewing the workers.

(iii) The third method is to have the worker fill out a questionnaire or write a description of the job and its requirements.

4. Give three difference between job description and job specification.

Ans: Both job descriptions and job specifications are the products of the job analysis. But both are not the same; they are different from each other. Job description tells what is to be done and what is the nature of job. On the other hand, job specification tells us what qualities are needed in the prospective job holder.

The following are the three difference between job description and job specification:

5. Mention five elements or contents of job specification.

Ans: The five elements or contents of job specification are:

(i) Minimum formal education necessary to perform the job.

(ii) Minimum experience required to perform the job.

(iii) Manual/mental skill required for performing the job.

(iv) Personality factors such as personal appearance, emotional stability, maturity, initiative and sociability.

(v) For high-level jobs, the ability to assume responsibility is an essential prerequisite.

6. What are the uses of job description? Highlight the characteristics of a good job-description.

Ans: Job description has several uses.

(i) Preliminary drafts can be used as a basis for productive group discussion, particularly if the process starts at the executive level.

(ii) It aids in the development of job specifications which are useful in planning, recruitment, training and hiring people with required skills.

(iii) It can be used to orient new employees towards basic responsibilities and duties.

(iv) It is a basic document used in developing performance standards.

(v) It can be used for job evaluation, a wage and salary administration technique.

(vi) A job description helps the manager to frame suitable questions to be asked during an interview.

(vii) A job description becomes a vehicle for organizational change and improvement. It helps to executives in fixing the responsibilities.

A good job-description must possess the following characteristics: 

(i) It should be kept upto date i.e. necessary adjustments should have been incorporated from time to time.

(ii) Job title should be short, definite and suggestive as to indicate the nature of the work.

(iii) Duties and responsibilities should be clearly defined.

(iv) Job description should give a clear concise and readily understandable picture of the whole job. A new employee should understand the job if he reads the job description.

(v) Statements of opinions should be avoided.

(vi) Job specifications should clearly be mentioned.

(vii) It should be descriptive but short.

(viii) Every item should be exactly worded.

(ix) Job description should clearly mention the job specification.

(x) Special work conditions and special qualification of the job should be clearly explained in job description.

7. Distinguish between internal and external sources of recruitment.

Ans: The differences between internal and external sources of recruitment are:

(i) Internal sources include personnel already on the pay-roll of the organisation.

External sources of recruitment refer to prospective candidates outside the enterprise.

(ii) Internal sources of recruitment takes less time.

Where as external sources is more time consuming.

(iii) Internal sources of recruitment is less expensive as it does not involve any cost of searching external sources.

External sources of recruitment is more costly compare to internal as vacancies have to be advertised.

(iv) Internal sources boosts up the morale of the employees. 

But external sources brings down the morale of the employees.

(v) In internal sources of recruitment better quality of personal is not assured as there is a limited choice.

Where as, in external sources the best quality is assured as there is a wider choice.

8. What are the principal elements of a sound recruitment policy?

Ans: The principal elements of a sound recruitment policy are a follows:

(i) Identification of recruitment needs i.e., manpower planning.

(ii) Preferred sources of recruitment.

(iii) Criteria of selections and selection techniques.

(iv) Cost or recruitment and selection.

(v) Role, if any, assigned to the union in the formulation and implementation of recruitment and selection policies.

9. What are the major problems in the way of proper selection in India?

Ans: The important problems in the proper selection in India are as follows:

(i) Defective recruitment policies.

(ii) Old selection techniques – lack of psychological tests.

(iii) Untrained selectors.

(iv) Prejudication – lack of emphasis on training and development of employees.

(v) Lack of manpower planning.

(vi) Attitude of employers.

10. Describe the importance of selection. State the objectives of interview in employee selection.

Ans: Selection means to choose the person from among the prospective candidates to fill in the vacant posts in the organisation. The success of the organisation depends upon the quality of personnel selected for the job. Thus selection of personnel is the most important function of the personnel management. The importance of selection may be judged from the following facts-

(a) Procurement of qualified and skilled workers: Scientific selection facilitates the procurement of well qualified and skilled workers in the organisation. It is in the interest of the organisation in order to maintain the supremacy over the other competitive firms. Selection of skilled personnel reduces the labour cost and increases the production. Selection of skilled personnel also facilitates the expansion in the size of the business.

(b) Reduced cost of training and development: Proper selection of candidates reduces the cost of training because qualified personnel have better grasping power. They can understand the technique of the work better and in no time. Further, the organisation can develop different training programmes for different persons on the basis of their individual differences, thus reducing the time and cost of training considerably.

(c) Absence of personnel problems: Proper selection of personnel reduces the personnel problems of an organisation. Many problems like labour turnover, absenteeism and monotony shall not be experienced in their severity in the organisation. Labour relations will be better because workers will be fully satisfied by the work. Skilled workers help the management to expand the business and to earn more profits and in turn management compensates, the workers with high wages, benefits etc.

The selection interview serves the following objectives:

(i) To get an opportunity to judge an applicant’s qualifications and characteristics as a basis for sound selection and placement.

(ii) To give an applicant essential facts about the job and the company viz., nature and hours of work, medical requirements, opportunities for advancement, special hazards, employee benefits and services company policies etc.

(iii) To establish a feeling of mutual understanding and confidence between the personnel department and the applicant who is to be employed.

(iv) To seek more information about the candidate which are not mentioned in Application Blank or not judged by various tests.

11. What is the importance of interview in employee selection? 

Ans: The importance of interview in the selection of an employee may be judged from the following facts:

(a) Selection of a suitable candidate: Interview is considered to be the most satisfactory way of judging mental qualities. It decides whether the qualities possessed by him make him suitable for the job.

(b) Verification of facts: The employer has the opportunity to verify the facts mentioned in the application blank by the candidate himself. The interviewer may seek clarification regarding informations given in application blank.

(c) Collection of information: Interview is a tool to seek information about the candidate which is not mentioned in the application blank or tested by any test. Interviewer may collect various relevant information regarding the candidate.

(d) Knowledge about enterprise: Interview makes the candidate know about the policies and objectives of the organisation. Interview is also given a chance to ask questions to be clear about the facts regarding the jobs and the organisation.

(e) Advice and opinions: Interview can help the interviewer getting advice from the opinions of the interviewer for the problem from different angles and thus their cooperation may be sought.

12. Discuss the essentials of a good interview. Write the objectives of Interview.

Ans: The essentials of a good interview can be classified by the typical sequence of functions that occur within the interview:

(a) Preparation: There should be preparation of some type for all interviews. A considerable amount of planning is needed for interviews that are scheduled in advance. In preparation for interview, one has to determine the specific objective of the interview, the method of accomplishing the interviewing objectives and gathering as much information about the interview as possible.

(b) Setting: There should be proper setting for interview. This setting is of two types-physical and mental. The physical setting for the interview should be both private and comfortable, free from any physical disturbance. The mental setting should be one of rapport (i.e. communication or relationship) between interviewer and interviewee. The interviewer should establish an atmosphere of ease.

(c) Conduct of the interview: This is the first step in the interview process where most of action takes place. In this process, the interviewer obtains the information desired and supplies the facts that interviewee wants to know. As such, the interview should be conducted properly.

(d) Closing of interview: The interview should open and run smoothly without awkwardness and embarrassment. There is a similar requirement for its close. In the interview process, the interview should make some overt (i.e. openly done) sign to indicate the end of the interview and, if possible, the interviewee should be given some type of answer of indication of future action.

(e) Evaluation: The interviewer should undertake the task of evaluating the performance and characteristics of the interviewee immediately after the close of interview while the details are fresh in his mind.

So why are interviews carried out? In what manner it helps an some objectives of the interview are:

(i) It helps to verify the exactness of the provided facts and data by the candidate.

(ii) The interview helps to obtain the additional set of abilities or information of the interviewee.

(iii) The interview checks the candidate’s suitability for the job.

(iv) It provides general and necessary facts and information about the job and the company.

(v) An interview gives an insight into the candidate’s analytical knowledge and creativity they possess.

(vi) Explanation about the job role is given at the time of the interview. The interviewer tells the company’s expectations from him or her.

(vii) Through the interview process, the recruiter gets to know about the candidate’s skills and lacks the potential abilities so that they could be trained.

(viii) Information flows from both directions, and the interviewee gets to know about the company and the employer.

13. Mention the characteristics of tests.

Ans: Tests usually possess the following characteristics:

(i) The use of tests is based on the assumption that no two persons are equal so far as intelligence, skills, aptitudes personality are concerned.

(ii) A test measures a person’s ability as a criterion of job success.

(iii) A test is reliable in the sense that it yields the same score throughout a series of measurements.

(iv) A test is used as an additional factor in selection procedure and should not be used as the sole basis for selecting a candidate.

14. Explain the importance of Human Resource planning in a modern business organization? What are the factors affecting Human Resource Planning?   

Ans: Human resource planning (HRP) allows a business to better maintain and target the right kind of talent to employ—having the right technical and soft skills to optimize their function within the company. It also allows managers to better train the workforce and help them develop the required skills.Human resources planning provides valuable insights into the workforce and can inform strategic decision-making. For example, understanding the current workforce and anticipating their future needs helps businesses make informed decisions about organizational structure, resource allocation, and strategies.Quality employees are a company’s most valuable asset. Human resource planning involves the development of strategies to ensure that a business has an adequate supply of employees to meet its needs and can avoid either a surplus or a lack of workers.

Internal factors affecting human resources planning:

(i) Recruitment Needs: The Key Internal Factors Affecting Human Resource Planning Are The Recruitment Needs Of Various Departments. One Of The Factors Affecting HRP Is The Need To Fill Vacant Positions. Recruitment Is A Process That Identifies And Invites Applicants To Apply For Vacant Positions.

(ii) Budget: Effective HRP Requires Resources, Money And Time And Many Other Resources For Functioning. Besides This, All Pay Packages For Hires Must Also Fit Into The Available Resources. Increments Are Also Affected By Budgetary Constraints.

(iii) Training Needs: HR’s Role Doesn’t End With Recruitment. One Of The Significant Internal Factors Affecting Human Resource Planning Is Whether The Staff Needs Upskilling Or Reskilling. It’s not enough to hire someone who has adequate skills to do their job well. Managers also ensure employees receive adequate on-the-job training.

(iv) Work Environment: A Pleasant Work Environment Is Another Factor For HR Managers To Consider. Employees Want To Be Part Of A Team That’s Committed To A Common Goal And Where They Enjoy The Respect Of Co-Workers And Management. If An Employee Isn’t Happy, They May Leave To Work Elsewhere.

(v) Retrenchment: From Time To Time, Organizations Will Need To Let People Go. These May Be Underperformers, Or Perhaps They’re Employees Who’d Been Hired For A Specific Project Or Location That’s Shutting Down. It Falls To HR To See Them Through This Difficult Time. These are the main internal factors affecting human resource planning. But the job of an HR manager doesn’t end there. Let’s consider the other factors at play.

External factors affecting human resources planning are:

(i) Competitive Conditions: HR Managers Seek To Maintain Low Costs, One Of The Most Common Factors Affecting Human Resource Planning. When There Are Many Recruiters Vying For The Same Talent, It Can Drive Up Costs.

(ii) Regulatory Shifts: Whether It’s Ensuring Safety Or Labor Laws, Regulatory Shifts Impact HR Practice. Organizations Have To Provide Safe Working Conditions And Appropriate Training For Their Employees, Minimizing The Risk Of Accidents. These Factors Affecting Human Resource Planning Can Improve Working Conditions.

(iii) Advancing Technology: The HR Manager Must Know Recent Developments In Technology And Trends Which Impact The Planning Process. In Many Organizations, New Information Technologies Are Being Introduced That Have A Significant Impact On Functioning. The HR Department Needs To Be Two Steps Ahead. Working With The Relevant Departments To Recruit Talent To Grow With The Organization And Offer Skills That’ll Be In Demand For Future Projects Is Critical. 

15. Describe in brief the various types of tests and their purpose. 

Ans: Test is a recently developed technique for selecting a candidate for employment.

Tests are of two types:

(i) Trade tests.

(ii) Psychological tests.

Trade tests are designed to measure the proficiency and skill of the trade already acquired by the candidate through training or experience.

Psychological tests include:

(i) Intelligence tests : These tests are designed to assess the individual potential capacity for learning, understanding, reasoning and judgement.

(ii) Aptitude tests: These assess the talent ability of a candidate to learn a given test if proper facilities are provided.

(iii) Interest tests: These assess the interest of the personnel to perform a given job so that he may be placed on the suitable job.

(iv) Personality tests: These tests indicate the basic temperament of the candidate to get work done. Such tests are necessary for administrative jobs.

(v) Achievement tests: These tests are designed to know what one has achieved during the period of his learning on the job or during the period of training.

16. What are the principles of placement?

Ans: Following principles are followed at the time of placement of an employee:

(i) Man should be placed of the job according to requirements of the job. The job should not be adjusted according to the qualifications or requirements of the man.

(ii) The job should be offered to the man according to his qualifications. Neither higher, nor lower job should be offered to the new employee.

(iii) The employee should be made conversant with the conditions prevailing in the industry and all things relating to the job. He should also be made aware of the penalties if he commits a wrong.

(iv) While introducing the job to the new employee, an effort should be made to develop a sense of loyalty and cooperation in him so that he may realise his responsibilities better towards the job, and the organisation.

17. Explain in brief the elements of induction.

Ans: A good induction programme has following three elements:

(a) Introductory information: A newcomer should be given informally or in group sessions the introductory information regarding the history of the company and company’s products, its organisational structure, personnel policies, rules and regulations of the company.

(b) On-the-job information: A new comer should also be given information by the department, supervisor where he is placed on the job. The information may be about departmental facilities and requirements such as nature of the job, the extent of his liability and employee’s activities such as recreational facilities, associations, safety measures, job routine etc.

(c) Follow up interview: A follow up interview should be arranged several weeks after the employees have been on the job, by the supervisor or a personnel manager to answer the problems faced by the employee on the job.

18. Describe the induction procedure. Write the main objectives of Induction. Write the most Important Characteristics of Induction.

Ans: Induction programme in an enterprise may be formal or informal depending upon the size of the organisation and the complexity of the individual’s new environment. There is no model of induction procedure. Each industry develops its own procedures as per needs.

The procedure basically follows the following steps:

(i) First of all, the new person needs time and a place to report to work.

(ii) Secondly, the supervisor or immediate boss should meet and welcome the employee to the organisation. 

(iii) Thirdly, administrative work should be completed. Such items as vacations, probationary period, medical absences, suggestion systems should be covered.

(iv) Fourthly, the departmental orientation can be conducted. This should include a get-acquainted talk, introduction to the department, explanation of the functions of the department and job instruction and to whom he should look for help when he has any problem.

(v) Lastly, verbal explanations should be supplemented by a variety of printed material, employee handbooks, flayers, employee manual, house journals, picture stories, comics, cartoons, pamphlets etc. along with short guided tour around the plant.

The main object of induction is to make the new employee feel at home and develop a sense of pride in the organization and commitment to the job.The following are the some of the other important objectives:

(i) To help the new employee to develop a close and cordial relation with the existing employees.

(ii) To give the new employee necessary information such as – location of the different building, company rules, leave rules, rest periods etc.

(iii) To help the new employee overcome his natural shyness and nervousness in meeting the new people in the organization.

(iv) To develop a sense of belongingness and loyalty among new employees.

(v) To help the employees know the different facilities and opportunities available in the organization.

(vi) To help the new employees to minimize the “reality shock” that they may undergo after reporting to duty.

The important characteristics of induction are:

(i) Encouraging employees to ask questions.

(ii) Including information on both technical and social aspects of the job.

(iii) Making the new employee’s manager responsible for the orientation.

(iv) Avoiding embarrassment to the new members.

(v) Arranging formal and informal interaction with managers and peers.

(vi) Providing relocation assistance such as house hunting, information about the local society, and etc.

(vii) Giving information about the company’s products, services and customers.

(viii) Familiarizing adequately with the culture of the organization such as how work is done, what matters in the organization, which work-related behaviours are acceptable or unacceptable and etc. 

19. Discuss the need and importance of Human Resource Planning. Explain the different stages of Human Resource Planning.

Ans: Need for manpower planning: Every organisation has to plan for human resources on manpower. The needs for manpower planning arises due to the following reasons:

(i) Increase in the size of business: Manpower planning is very helpful when there is expansion of the plant. At the time of taking the decision for expansion of the plant, a large number of workers are required to be recruited.

(ii) Effective recruitment and selection policy: Manpower planning helps in formulating effective recruitment and selection policy. Manpower planning is concerned with the right type of people from all sources to meet planned requirements.

(iii) Effective employee development programme : Manpower planning disclose the training needs of the working manpower with the result that training and development programmes become more effective.

(iv) Reduction in labour cost: Manpower planning ensures recruitment and maintenance of better developed manpower resource which results in reduced manpower costs. Forecasting of long term manpower needs to help the management to forecast the compensation costs involved.

(v) Efficient work force: Manpower planning ensures on the one hand, development of personnel at work and on the other hand, high morale of the personnel. Manpower planning motivates the existing employees and creates favourable psychological climate for motivation. Management succession gets the best contribution from the workers.

(vi) Avoiding disruption in production: Manpower planning may help the organisation in procuring the skilled and qualified workers because future needs of personnel may be estimated and they are selected and trained on the basis of a well developed selection and training policy thus ensuring uninterrupted production.

(vii) Good industrial relations: Manpower planning helps the management in developing the good industrial relations. With the help of manpower planning management may plan to absorb the redundant workers to some new jobs after training in case redundancies of workers are caused by automation or any other reason.

(viii) National policy on employment : National policy on employmen does not allow any employer to oust (i.e. dismiss) the worker once employed by the organisation. It is very essential to recruit the workers carefully according to the needs of the enterprise. Only manpower planning can help the organisation in this regard.

Importance of manpower planning: The importance of manpower planning may be discussed under the following heads:

(i) Skill shortage: Despite vast unemployment, there is acute shortage of varieties of skills. This makes its necessary to make effective manpower planning.

(ii) Government control: Government controls and changes in laws with regard to working conditions, hours of work etc. have made the organisations aware of the need for systematic manpower planning. 

(iii) Technological advancement: Rapid changes in production, technologies, marketing methods and management technique have exercised tremendous influence on job contents. All these make it necessary to plan manpower need systematically.

(iv) Demographic changes: The changing profile of the workforce in terms of literacy, social background, sex ratio among the workers etc. fall for careful planning of manpower.

(v) Impact of pressure group: In todays context various pressure groups such as trade unions, politicians, scheduled castes and scheduled tribes, displaced persons etc. have considerable influence on matters of employment promotion etc. These also called for systematic planning of manpower.

(vi) Organisational changes: The nature and pace of changes of organisational environment, activities and structures affect manpower planning.

(vii) Systems development: The spread of systems concept and the ongoing revolution in information technology emphasizes manpower planning.

Steps in manpower planning process: The steps or process or stages involved in manpower planning are discussed below:

(i) Preparing manpower inventory (current manpower position): Manpower planning seeks to avoid the situation of over and under staffing. The stock of existing manpower is to be assessed for this purpose. It requires a critical assessment of present manpower. Manpower inventory refers to the assessment of the potential capabilities of present employees qualitatively and quantitatively. Not simply a head count of existing staffing is cataloging of their present and potential talent. It reveals the degree to which these capabilities are employed optimally. It helps to reveal the under developed potential, if any, and also the gap that exists or that is likely to arise in the firm’s human resources. Preparation of manpower inventory involves the determination of personnel to be inventoried, cataloging of factual background information such as level, skill, work experience, number, job history, date of recruitment etc., of each individual, systematic appraisal of each individual and listing the present and potential abilities and aptitudes of each. It helps in designing the selection and training programmes for the future. Present manpower should be evaluated according to age groups, skill groups, level groups, potential wise and cost effectiveness.

(ii) Forecasting manpower needs: Manpower planning determines the manpower needs of the organisation in future. Future need of manpower can be projected on the basis of production and sales budgets, workload analysis and work force analysis, taking into account the objectives, size, area of operations, expansion schemes, technology of production processes, future changes in organisation etc. Absenteeism and rate of loss of personnel on account of retirement, discharge, resignation, death, disability etc., should also be estimated. Again, the future manpower requirements should be estimated qualitatively and quantitatively. The quality of manpower is determined with the help of job description and job specification on the basis of information collected from job analysis.

(iii) Identifying manpower gaps: A comparison of future needs of personnel and the present manpower inventory reveals the gap in terms of number and quality of personnel which points out the additional personnel required in future. It also identifies the improvements to be made in the present personnel to prepare them for the jobs in future.

(iv) Manpower programme: Programmes and strategies are developed for recruitment, selection, training, transfer, promotion and appraisal. If the net requirement reveals the need of additional staff, development plans are designed to ensure a continuity supply of trained people to take over jobs as they fall vacant either by promotions or by recruitment or through training. On the other hand, if the existing staff is in excess of future needs, plans must be prepared to absorb them in the organisation against future vacancies as it is now-a-days not easy to discharge or lay off a person due to trade union pressure. Thus, persons may be trained to fill the future vacancy so that the shortages and redundancies can be avoided in the long run.

20. What are the essential elements of a Good Recruitment Policy? Mention the factors affecting recruitment policy. 

Ans: The essential elements of a good recruitment policy are:

(i) Organisational Objectives: A recruitment policy must help the enterprise in achieving its goals. It is the manpower of the enterprise which facilitates the achievement of objectives. While devising a policy which assists in employing most desired persons, certainly helps in reaching organisational goals.

(ii) Identifying Manpower Needs: There should be an identification of number and types of persons required in the enterprise. If workers are to be employed then they may be categorised into skilled, semi-skilled, and unskilled and if supervisors are to be employed then the type of qualifications and experience should be specified and so on.

(iii) Sources of Recruitment: The sources from where the persons are to be recruited should be specified. There may be internal or external sources or both. The type of persons to be recruited from different sources should form a part of recruitment policy.

(iv) Criterion for Selection: The criterion for selection should also be a part of recruitment policy. There may be guidelines from government e.g., reservation of posts on caste basis, reservation for minorities etc., which will also form a part of recruitment policy.

(v) Cost Factor: The cost involved in recruitment process should be taken into consideration while framing a recruitment policy. It may be very costly if every post is advertised in newspapers. Instead, recruitments through employment exchange may be very cheap. The cost involved in recruitment process should be properly assessed before making that process a part of policy.

(i) Internal factors:

(a) Human Resource Planning: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualifications they will need to best fit the role.

(b) Size of the Organization: The size of the organization affects the recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.

(c) Cost involved in recruitment: Recruitment incurs cost to the employer; therefore, it can often be cheaper to employ a recruitment agency which will bear a lower cost over time. This approach will also save time and ensure you find the best candidates for your business.

(d) Growth and Expansion: Organization will employ or think of employing more personnel if it is expanding its operations. Finding those people with relevant skills is key. They will also have to fit your business culture and believe in your values specific to the business.

(ii) External factors: 

(a) Supply and Demand: The availability of talented candidates both within and outside the organization is an important factor in the recruitment process. If the company has a demand for more professionals and there is limited supply in the local market, then the company may have to depend upon internal sources by providing them special training and development programs.

(b) Labour Market: Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is a surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc. will attract more than enough applicants.

(c) Goodwill / Image of the organization: Image of the organization is another factor having its influence on the recruitment process of the organization. This can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with a negative image.

(d) Political-Social-Legal Environment: Various government regulations prohibiting discrimination in hiring and employment have a direct impact on recruitment practices. Trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. 

(e) Unemployment Rate: One of the factors that influence the availability of applicants is the growth of the economy. When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment.

21. Examine the various information you require for manpower forecasting of a big manufacturing company.

Or

Explain the Quantitative and Qualitative dimensions of Human Resource Planning.

Ans: The factors to be considered while calculating future manpower requirements may be discussed under two broad 

Groups:

(A) Quantity of personnel: Forecast of manpower requirements of different categories is made on the basis of the following factors:

(i) Economic factors: Economic factors relating to national economy, international economy etc. are considered to determine future manpower requirements.

(ii) Production estimate: Manpower requirements in some cases change with fluctuations in production. The departmental production schedules provide the basis for determining future manpower needs.

(iii) Expansion programme: Expansion programme should also be taken into account while calculating future manpower requirements.

(iv) Work standard: The work standards that is standard production per worker per day and any change in it must be considered to forecast the required manpower.

(v) Existing manpower inventory: The total manpower requirements may be determined keeping in view the existing manpower inventory. The manpower to be added or removed from the pay-roll (i.e. registered) should be adjusted.

(vi) Labour turnover rate: It is a method to estimate statistically how many labour are likely to leave the organisation. Such estimates are made in terms of passed turnover rate.

(vii) Retirement and resignation: In estimating future manpower requirements, the expected losses should also be taken into account which are likely to occur through retirements, death, transfers, promotion, demotion, dismissals, disability etc.

(viii) Changes in management: Changes in the quality of management i.e. leadership style and philosophy is also an important considerations influencing the manpower forecast.

(B) Quality of personnel: It involves the study of nature and composition of existing workforce i.e. auditing of human resources, study of work standard etc.

(i) Auditing of existing manpower: It includes data relating to skilled, abilities, work performance and other items of informations. It assist in estimating the future type of requirements of different categories of personnel.

(ii) Work standard: The study of work standard is essential for determining the quality and type of personnel required. It is necessary to prepare a job analysis which records details of qualifications, skills, experienced and responsibilities etc. Study of work standards also removes the possibility of underestimation of the quality and number of employees required.

22. Why job analysis is so relevant in manpower planning? Discuss. Explain the process of job analysis.

Or

How should job-analysis be performed? Explain the process of job analysis.

Ans: Job analysis is the process by which data in regard to each job is systematically observed and noted. It provides information about the nature of job and the characteristics or qualifications that are desirable in the job holder. The data from job analysis could be used for a variety of purposes.

The job analysis study attempts to provide information in six basic areas. Such information are significant in formulating manpower planning.

They are as under:

(i) Job identification: It includes job title, including code number, if any.

(ii) Distinctive characteristics of the job: It includes job location. supervision, hazards and discomforts.

(iii) What the typical work worker does: It includes the task and assignment, routine or complexity of task, responsibility of others, for property etc. 

(iv) What materials and equipments the worker uses: It includes or involves use of material and equipments such as metals, plastics, grain yarns, punch presses etc. 

(v) How the job is perform: Here the emphasis are given on the nature of operations and may specify such operations as handling, feeding, drigging, removing, driving and many others.

(vi) Required personnel attributes: It includes experience, physical strength, mental capabilities, aptitudes, social skills.

Thus, job analysis provides complete knowledge about jobs. This knowledge is very much important in formulation of human resources plan in an organisation.

It is also clear that job analysis is a process by which job, duties and responsibilities are defined and the information of various factors, relating to jobs are collected and compiled to determine the work and conditions, nature of work, qualities of person to be employed on job, position of the job, opportunities available and authorities and privileges to be given on the job.

Following steps are undertaken in the process of job-analysis: 

(i) Collection of factual material: Collection of the factual information relating to job is the first step in job analysis process. Two types of information are collected 

(a) information regarding job such as its physical enyironment, its social environment, financial conditions etc. and 

(b) information relating to qualities of persons holding the job.

(ii) Developing a job-description: The information collected is to be developed in the form of a job description. Job description is a written statement that describes the main features of the jobs as well as the qualifications which the job incumbents must possess.

(iii) Developing job specification: The next step is to convert the job description statements into job specifications. Job specification is a statement of minimum acceptable qualities of a job incumbent. It specifies the standard by which the qualities of the person are measured. Such statement is used in selecting a person matching with the job.

(iv) Preparation of report: The job analysist prepares a report mentioning the analysis of various activities on the job and the qualities of the individual to be placed on the job. The report is submitted before the supervisor and the personnel manager for suggestions and comments The report is revised in the light of the suggestions given by the supervisor or the personnel manager.

(v) Approval: The complete report is now submitted to the top executive for approval. The office bearers of the trade unions may also be taken into confidence before approving the report. Any suggestion made by the office bearers of the trade unions may be considered to be incorporated in the report before giving approval on it. The final report should be approved by the top executive who is responsible for making final decision on the matter.

23. Discuss the various uses of Job Analysis. What are the contents of Job description? Explain them. 

Ans: Following are the various uses of job analysis:

(i) Organisation Structure and Design: Job analysis helps in classifying job requirements and interrelationships among jobs. Responsibility commensurate authority and accountability for various jobs can be specified so as to minimize duplication or overlap. Decisions regarding hierarchical positions and functional differentiation or integration could be taken on the basis of data obtained through this process for organisational efficiency.

(ii) Human Resource Planning: Job analysis helps in forecasting human resources requirements in terms of knowledge and skills. By showing lateral and vertical relationships between jobs it facilitates the formation of systematic promotion and transfer policy. It also helps in determining quality of human resources needed in an organisation.

(iii) Recruitment: Job analysis is used to find out how and when to hire people for future job openings. An understanding of the skills needed and the positions that are vacant in future helps managers to plan and hire people in a systematic way. For example, a company might be traditional hiring MBA students for equity research. A recent job analysis showed that the positions could be filled by graduate with an analytical bent of mind. Now, this would help the company hire equally analysts from a greater number of valuable graduates even by offering a slightly lower salary.

(iv) Selection: Method of selection must be based on meaningful forecast of job performance. An understanding of what an employee is expected to do on the job is necessary for such a meaning forecast without a proper understanding of what is to be done on a job, it is not possible to select the right person. If a super Bazaar manager has not clearly identified what a clerk is to do, it is difficult to ascertain if the person selected is to position stores items run a cash register or keep the account books.

(v) Placement: A clear understanding of the requirements of a job and the abilities of a person to meet those requirements can help in taking placement decisions to ensure that specific jobs are assigned to those people who will be most productive.

(vi) Orientation: Effective job orientation cannot be achieved without a proper understanding of the needs of each job. To teach a new employee how to handle a job, we have to clearly define the job. The orientation programmes could be geared towards helping the employee learn those tasks, activities and duties that are essential for doing a given job more effectively. A clear idea of what is required on a job provides clearity as to what is to be learnt.

(vii) Training: If there is any confusion about what the job is and what is supposed to be done, proper training efforts cannot be initiated. Whether or not a current or potential job holder requires additional training can be determined only after the specific needs of the jobs have been identified through a job analysis. Job analysis provides useful information for identification of training needs, design of training needs, design of training programmes and the evaluation of training effectiveness.

(viii) Counselling: Vocational guidance and rehabilitation counselling is facilitated by the information available on career choice and personal limitations. Managers can properly counsel employees about their careers when they understand the different jobs in the organisation. Likewise, employees can better appreciate their career options when they understand the specific needs of various other jobs. Job analysis can point out areas that an employee might need to develop to further career.

(ix) Employee Safety: In the course of carrying out job analysis, certain unsafe environmental and operational conditions or individual habits, if any, are discovered and thus may lead to safety improvements. Moreover, by studying how the various operations are taken up in a job, managers can find unsafe practices. This helps in rectifying things easily.

(x) Performance Appraisal: Job analysis provides understanding of critical parts of a job as well as what is expected of the job holder in those critical areas. Employee performance can thus be evaluated against known critical activities and standards. By comparing what an employee is supposed to be doing (based on job analysis) to what the individual has actually done, the worth of the person can be assessed. Ultimately, every organisation has to pay a fair remmuneration to people based on their performance. To achieve this, it is necessary to compare what individuals should do (as per performance standards) with what they have actually done according to job analysis.

A job description contains the following data:

(a) Job identification: Job identification or organisational position includes the job title, alternative title, department, division, plant and code number of the job. The job title identifies and designates the job properly. The department, division, etc. indicate the name of the department where it is situated. The location gives the name of the place.

(b) Job summary: Job summary serves two important purposes. Firstly, it provides a short definition which is useful as an additional identification information. Secondly, it serves as a summary to orient the reader towards an understanding of detailed information which follows. It gives the reader a “quick capsule explanation” of the content of a job usually in one or two sentences.

(c) Job duties and responsibilities: Job description clearly states the duties and responsibilities to be performed on the job with proper classification as primary, secondary and other duties. It is regarded as the heart of a job. It also describes time to be taken in performing the job and sub-job.

(d) Relation to other jobs: This helps to locate the job in the organisation by indicating the job immediately below or above it in the job hierarchy. It also gives an idea of the vertical relationships of work and procedures.

(e) Supervision: The degree and nature of supervision required on each job is also mentioned in the job description. Under it is given the number of persons to be supervise along with their job titles and the extent of supervision involved – general, intermediate or close supervision.

(f) Machines, tools and materials: The machines, tools and materials required in the performance of each jobs are also includes in the job description. It indicates the nature and complexity of the job and helps devising training programmes.

(g) Working conditions: Job description usually gives us the information about the environment in which a job holder has to work. They include heat, cold, dust, wetness, moisture, fumes, odour, oily conditions etc.

(h) Hazards: This gives us the nature of risks to life and limb, their possibilities of occurrence etc.

Thus, job description is the bye-product of the job analysis. The job analyst incorporates the informations relating to job in a prescribed blank called job description blank which contains the findings of the job analysis. Job description is an important document which is basically descriptive in nature and contains a statement of job analysis.

24. Write short notes:

(i) Job Description.

Ans: Job Description: Job description follows directly and logically from job analysis. It is a written statement of the duties and responsibilities of a job. It designates the job title to whom the person reports and the duties of that job. In essence, it tells people what is expected of them in the performance of their duties. Thus, job description includes giving a proper job title, describing the duties and responsibilities of the job, nature of supervision, relation to other jobs, working conditions of the job etc. In the words of Edwin B. Flipp, “The first and immediate product of the job analysis is the job description. This document is basically descriptive in nature and constitutes a record of existing and pertinent job fact.”

Pigors and Myres defines the job description as, “a pertinent picture (in writing) of the organisational relationship, responsibilities and specific duties that constitute a given job or position. It defines a scope of responsibility and continuing work assignment that are sufficiently different from those of other job to warrant a specific title.”

(ii) Job Specification.

Ans: Job Specification: A third tool, the job specification, completes the bases for acquiring people. Job specification is also based on job analysis. It designates the personnel qualifications that an individual should possess in order to be able to perform the job.

According to Edwin B. Flippo, “a job specification is a statement of minimum acceptable human qualities necessary to perform a job properly.”

The qualifications in a person involves such factors as:

(a) Education & training.

(b) Experience.

(c) Physical & mental requirements.

Physical characteristics include height, weight, sight, health etc. Qualifications and experience includes academic qualifications, experience, training etc. Personal characteristics include behaviour, mental stability, enthusiasm, leadership qualities etc.

Job Specifications translate the job description into terms of the human qualifications which are required for a successful performance of a job. They are intended to serve as a guide in hiring and job evaluation. As a guide in hiring, they deal with such characteristics as are available in an application blank with testing, interviews and checking of references.

25. What are the techniques of job analysis?

Ans: There are different methods used by organization to collect information and conduct the job analysis.

These methods are:

(i) Personal observation: In this method the observer actually observes the concerned worker. He makes a list of all the duties performed by the worker and the qualities required to perform those duties based on the information collected, job analysis is prepared.

(ii) Interview method: In this method an interview of the employee is conducted. A group of experts conduct the interview. They ask questions about the job, skilled levels, and difficulty levels. They question and cross question and collect information and based on this information job analysis is prepared.

(iii) Critical incident method: In this method the employee is asked to write one or more critical incident that has taken place on the job. The incident will give an idea about the problem, how it was handled, qualities required and difficulty levels etc. critical incident method gives an idea about the job and its importance. (a critical means important and incident means anything which takes place in the job)

(iv) Questioner method: In this method a questioner is provided to the employee and they are asked to answer the questions in it. The questions may be multiple choice questions or open ended questions. The questions decide how exactly the job analysis will be done. The method is effective because people would think twice before putting anything in writing.

26. Explain the process of recruiting employees? Briefly explain the methods of recruitment.

Ans: Recruitment is the process of locating, identifying and attracting capable applications for jobs available in an organisation. Accordingly the recruitment process comprises the following steps:

(i) Recruitment process begins when the personnel department receives requisitions for recruitment from any department of the company. The personnel requisitions contains details about the positions to be filled, no of persons to be recruited, the duties to be performed, qualifications terms and conditions of employment etc.

(ii) Locating and developing the sources of required number and type of employees.

(iii) Identifying the prospective employees with required characteristics. 

(iv) Developing the techniques to attract the desired candidates.

(v) Employing of techniques to attract candidates. There may be others of attractive salaries, proper facilities for development etc.

(vi) The next stage in the process is to stimulate as many candidates as possible and ask them to apply for jobs.

(vii) Evaluating the effectiveness of recruitment process.

(viii) In last step it is necessary for a prudent employer to try to answer certain questions like, whether the recruitment methods are appropriate and valid? Whether the recruitment process is effective or not? In case the answers to these questions are in negative, the appropriate control measures need to be evolved and exercised to tide over the situation.

The following figure shows an ideal recruitment process:

Recruitment methods refers to the means by which an organisatio reaches to the potential job seekers. Various methods employed for recruiting employees may be classified into the following categories-

(i) Direct Methods: Under direct recruitment, employee contacts, manned exhibits and waiting lists are used. Another direct method is to ask employees of the organisation to contact the public and tell them about the vacancies. Manned exhibits involve sending recruiters to seminars and conventions, setting up exhibits at fairs and using mobile offices to go to the desired centres.

(ii) Indirect Methods: Advertisement in newspapers, journals, on the radio and television are used to publicise vacancies. A well thought out and clear advertisement enables candidates to assess their suitability so that only those possessing the requisite qualifications will apply.

(iii) Third Panty Methods: Various agencies can be used to recruit personnel public employment exchanges, management consulting firms, professional societies etc are the main agencies.

27. What are the different sources of recruitment? Discuss their relative advantages and disadvantages. What are the factors that affect the recruitment process?

Ans: Sources are those where prospective employees are available like employment exchanges etc. The management has to find out and develop sources of recruitment as early as possible because of high rates of time lapse.

The sources of recruitment may be grouped into two:

(i) Internal sources.

(ii) External sources.

(i) Internal Sources: Internal sources include personnel already on the pay-roll of the organisation. Whenever any vacancy arises, somebody from within the organisation may be looked into, following are the internal sources of recruitment.

(a) Promotion: Promotion means shifting of an employee to a higher position carrying higher responsibilities, facilities, status and salaries. Various positions in an organisation are usually filled up by promotion of existing employees on the basis of merit or seniority or a combination of these.

(b) Transfer: Transfer refers to a change in job assignment. It may involve a promotion or demotion, or no change in terms of responsibility and status. A transfer may be either temporary or permanent, depending on the necessity of filling jobs. Promotion involves upward mobility while transfer refers to a horizontal mobility of employees.

Merits of internal sources: Organisations prefer this source for the following reasons:

(i) Internal recruitment can be used as a technique of motivation.

(ii) It improves the morale of the employees.

(iii) Internal candidates can be judged better than external candidates.

(iv) Loyalty, commitment and security of the present employees can be enhanced.

(v) Employees economic needs for promotion, higher income can be satisfied.

(vi) Cost of selection can be minimised.

(vii) Cost of training, orientation etc. can be minimised.

(viii) Trade unions can be satisfied.

(ix) Social responsibility towards employees may be discharged.

(x) Stability of employment can be ensured.

Demerits of internal sources: Internal sources has the following demerits:

(i) It discourages flow of new blood into the organisation.

(ii) Organisation may become dull without innovations, new ideas and expertise.

(iii) The required talent among the present employees may not be available.

(ii) External sources: External sources of recruitment refer to prospective candidates outside the enterprise. They usually include new entrants to the labour force the unemployed and people employed in other organisations seeking a change. Following are the most commonly used external sources.

(a) Advertisement: Advertisement in newspapers and journals is the popular source of recruiting staff. Particulars regarding the job and the qualifications are given in the advertisement. This system attracts the applicants of requisite calibre.

(b) Employment exchanges: Employment exchanges are the most popular source of recruitment for unskilled, skilled or semi-skilled operative jobs. The job seeker get their names registered with employment exchanges. The exchanges refer the names of prospective candidates to the employers.

(c) Educational institutions: The employment managers of the organisations maintain a link with the universities, technical and management institutes for recruiting management trainees.

(d) Recruitment at the gate: Direct recruitment of unskilled and semi-skilled workers is generally made at the gate of the factory or office. Prospective candidates attend the interview at the appointed time and get the appointment.

(e) Intermediaries: This system of recruitment is most current in Indian industries. Intermediaries are generally known as jobbers, or labours or contractors.

(f) Private agencies: Some private agencies also recruit the technical and professional personnel for a company. They provide a nationwise service in attempting to match the demand and supply of personnel.

(g) Professional bodies or organisations: Some professional institutions like Institute of Chartered Accountant, ICWA, ICS etc. maintain a register of qualified persons from which they recommend the names of job seekers to the employers.

(h) Trade union: Trade unions assist in recruiting the staff in some companies. This helps in developing better labour relations.

(i) Part-time employees: Part-time employees are a good source of labour supply as and when vacancies occurred. This would be a suitable source for lower level jobs.

(j) Labour contractors: In many Indian industries, workers are recruited through contractors who are themselves the employees of these organisations.

Merits of external sources:

(i) Candidates can be selected without any reservation.

(ii) The suitable candidates with fresh skill, knowledge, talent etc. are generally available.

(iii) Expertise and experience in other organisations can be easily brought into the organisation.

(iv) Latest knowledge or creative talent can also be flowed into the organisation.

Demerits of external sources:

(i) The cost of selection increases.

(ii) Cost of induction (i.e. introduce), orientation and training also becomes high.

(iii) It may be a time consuming process.

(iv) The motivation and morale of the present employees becomes low.

(v) The newly recruited employees take time to adjust with their jobs and the organisation.

(vi) The trade union may put pressure on the employees and it may spoil the labour relations.

(vii) The prospective candidates from outside may or may not be good for the enterprise.

There are a number of factors that affect recruitment. These are broadly classified into two categories. These are discussed one by one:

(a) Internal Factors: The Internal factors also called endogenous factors are the factors within the organisation that affect recruiting personnel in the organisation. Some of these are mentioned here.

(i) Size of the Organisation: Experience suggest that larger organisation find recruitment less problematic than organisations with smaller in size.

(ii) Recruiting policy: Recruiting from internal and external sources also affects recruiting process. Generally, recruiting through internal sourcing is preferred, because own employees know the organisation and they can well fit into the organisation’s culture.

(iii) Image of organisation: Image of organisation is another internal factor having its influence on the recruitment process of the organisation.

(iv) Image of job: The image of a job also affect the recruitment. Better remuneration and working conditions are considered the characteristics of good image of a job. Besides, promotion and career developed policies of organisation also attract potential candidates.

(b) External Factors:

(i) Demographic Factors: As demographic factors are intimately related to human beings i.e; employees these have profound influence on recruitment process.

(ii) Labour Market: Labour market conditions i.e, supply and demand of labour is of particular importance in affecting recruitment process.

(iii) Unemployment Situation: When the unemployment rate in a given area is high, the recruitment process tends to be simpler. With a low rate of unemployment, recruitment process tends to become difficult.

(iv) Labour laws: There are several labour laws and regulations passed by the Central and State Govt. that govern different types of employment.

(v) Legal considerations: Another external factor is legal considerations with regard to employment. Reservation of jobs for the scheduled castes, tribes, and other backward classes (OBCs) is the popular example of such legal consideration.

28. Briefly explain the prerequisites of a good recruitment policy. What are the requisites of a good recruitment policy?

Ans: Following are the prerequisites of a good recruitment policy:

(i) It should be in conformity with its general personnel policies if any or organisation’s objectives.

(ii) It should be flexible enough to meet the changing needs of an organisation.

(iii) It should be so designed as to ensure employment opportunities for its employees on a long term basis so that the goals of the organisation should be achievable and it should develop the potentialities of employees. 

(iv) It should match the qualities of employees with the requirements of the work for which they are employed.

(v) It should highlight the necessity of establishing job-analysis.

A good recruitment policy should be based on the following principles:

(a) Recruitment of personnel for the whole organisation should be centralised with personnel department.

(b) Organisation’s objectives-both in short term and long term-must be taken into consideration as a basic parameter of recruitment decisions and needs of the personnel-area wise and job-family wise.

(c) Internal and external sources of recruitment should be given due importance. It should be clearly spelt out in the recruitment policy whether existing employees would be given any preference in filling up the higher vacant posts and it so on what basis.

(d) In formulating the recruitment policy for the organisation the recruitment policies followed in similar organisations and in government undertakings should be thoroughly considered.

(e) Recruitment needs should be properly identified to take decisions regarding the balance of qualitative dimensions of the recruits i.e. the organisation’s personnel department should prepare the profiles for each category of workers and accordingly work out the main specifications, decide the sections departments or business where they should be place and identify the particular responsibilities which may be immediately assigned to them.

(f) In establishing the recruitment policy statutory provisions regarding recruitment of personnel should also be considered.

(g) The recruitment policy should be Clastic so that it may be amended suitably to achieve the organisational objectives.

(h) Recruitment policy should be in conformity with its general personnel policies.

(i) The qualifications of the applicants should commensurate with the job specifications.

(j) Merit should be the basis of recruitment and other consideration like friendship relations etc. should be ignored.

29. “Selection is training”. Comment. Elucidate the main principles of a good selection policy?

Ans: It is rightly observed that selection is training. According to this statement a sound policy and procedure of selection ensures the selection of qualified person resulting in minimum training. The main purpose of training is the development of individuals. Each individual differs in nature and quality and such qualities must be developed to fit the job. A well designed selection policy will help the management train the worker. If there is a sound policy and procedure of selection, if there is the least possibility of being biased and if abilities, aptitudes, characters and individual differences are considered the best, naturally skilled personnel world be appointed in the enterprise and unqualified or undesirable persons would get no place. This will reduce the cost of training and development. The time in training will also be reduced considerably. Because the person selected after proper screening will show a better performance on the job. Moreover if a qualified person is placed on the job most suited to his qualifications and interest he will be the most satisfied person in the organisation; his morale will be high and therefore he will try to understand the work better and perform his duties very efficiently and quickly. It requires less efforts, cost training to person who is selected after proper screening.

Thus proper selection of candidates reduces the cost of training. Qualified personnel have better grasping power. They can understand the technique of the work better and in no time. Thus, there is no need of training. Training can be replaced by scientific selection. It is now the practice in most of the concerns to select the personnel on the basis of their proficiency and trade ability tests. Promotion motivates employees for better performance. It is a mode of training for higher job. Each individual differs in nature and quality and such qualities must be developed to suit the job. A well designed selection policy will help the management to train the worker. Training aims at development of individuals.

An effective selection policy must be based on the following principles:

(i) The responsibility for the selection of employees should be assigned to an efficient and qualified selection board so that only the right man can be selected.

(ii) “Job first, man next” should be basic and fundamental principle for selection.

(iii) Management should not rely much on one single source. Selection should be from internal as well as external sources.

(iv) Selection should be based on standards set out by job analysis. If suitable candidate is not available, the post should be allowed to remain vacant for the time being.

(v) Selection policy should be within the framework of personnel policy and organisation policy.

(vi) The selection policy of the organisations should commensurate the employment policy of the Government.

(vii) There must be a sufficient number of applicants from whom the required number of employees may be selected.

(viii) Selection policy should be flexible, not rigid so that necessary amendments may be made whenever necessary.

(ix) The selection policy should be unbiased and employment oriented.

(x) The selection policy should provide the vocational guidance for prospective candidates.

30. How would you determine whether the selection procedure of a company is good or satisfactory. Also indicate the overall selection process step by step?

Ans: India is a very vast country where people with different religions, languages, castes, colours and cultures live in. They differ in ability, competence, skill, qualification, temperaments etc.

Human resource selection consist of measuring reliability and validity of employment test and evaluating the selection decision in order to see that the selection decision is good or satisfactory and fulfils the objective of efficiency and profitability of the organisition.

Selection of human resources for the organisation is very important that ensures progress and prosperity of the organisation. Therefore, it is necessary to adopt accurate, valid and fair selection system. This will enable to take correct employment decision.

There are certain statistical method that help in knowing reliability and validity of the selection. Correlation and regression analysis are the two methods used in this regard.

(i) Correlation Analysis: It helps to know the degree of relationship between two variables that is:

(a) Ability of the employee. and

(b) Performance of the job.

This two variables are closely related. Correlation analysis may disclose perfect positive correlation or negative correlation.

(ii) Regression Analysis: It is the second statistical method which helps in predicting the future performance on the basis of known relationship between the two variables.

The statistical methods can be used to judge or evaluate the selection procedure only when the reliable data is available.

Selection Process/Procedure/Steps/Stages: Selection has become a critical process this days because it requires a heavy investment of money to get a right type of people. Therefore, it is essential to device a suitable selection procedures.

The major steps followed by modern organisations to get right type of persons are as follows:

(a) Job Analysis: Job analysis is the basis for selecting the right candidate. Every organisation should finalise the job analysis, job description and job specification before proceeding to the next step of selection.

(b) Recruitment: It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organisation.

(c) Preliminary Interview: In some organisations, the selection programme begins with preliminary interviews. It may take place across the counter in the organisation’s employment office. It does the job of eliminating the totally unsuitable candidate.

(d) Application Blank: Application blank is used to obtain information in the applicants own handwriting. It gives a written record of the applicants qualification, experience and other speciality.

(e) Employment Test: Before deciding upon the job suitable for a suitable candidate, one should know the level of his ability and knowledge, his interest and aptitude in details.

This will require use of employment test which includes the following:

(i) Intelligence Test.

(ii) Aptitude Test.

(iii) Proficiency Test.

(iv) Interest Test.

(v) Personality Test.

(vi) Achievement Test.

(vii) Judgement Test.

(viii) Psychological Test.

(f) Employment Interview: Although application blank and employment test provide a lot of information about the candidate yet they do not provide the complete set of information. Personal interview is perhaps the most widely used method for selecting the employees. The main purposes of interviews are:

(i) to find out the suitability of the candidate.

(ii) to seek more information about the candidate.

(iii). to give the candidate an accurate picture of the job.

(g) Checking References: Prior to final selection, the prospective employer normally makes an investigation on the references supplied by the applicants. Checking references include a thorough search into the candidates past employment, personal reputation, financial conditions, police record etc.

(h) Physical Test: The physical examination or medical test of a candidate is an important step in the selection procedure. A qualified medical expert appointed by the organisation should certify whether the candidate is physically fit to the requirement of jobs.

(i) Final Selection And Placement: After a candidate has cleared all the hurdles in the selection procedure, he is formally appointed by issuing him an appointment letter. Generally, the candidates are not appointed on permanent basis. They are kept under probation period for few months/years if during the probation period, an employee is not found suitable, the management may transfer him to some other job or give him time and training to improve himself.

Steps in selection procedure are not rigid. They may vary from organisation to organisation or in the same organisation from job to job and from time to time.

31. Discuss briefly the various methods of interviewing for employment? What are the types of Interview. Discuss.

Ans: In selecting a candidate in an organisation employment interviews are the most important screening devices of the selection process. Interviews evaluates the individual differences which helps the management in projecting the future development programmes. Interviews may be classified in many ways. Their main differences arise from the pattern of interaction by which the interviewer communicates with the interviewee, respond to his answers, asks questions and from the structure of the interview. Generally, interviews may be classified in following categories:

(a) Directed Interview: It is a straight forward face-to-face interview based on job duties.

(b) Non-directed Interviews: It is largely unplanned and the interviewee is allowed to talk about himself in detail. The main purpose of this interview is to find out the feelings, desires or problems of the candidate.

(c) Patterned or Guided Interviews: The interview is generally based on the questions set in advance along with their answers. The main purpose of this interview is fact finding.

(d) Stress Interview: In this interview, a pressure is put on the candidate purposely. It assesses the emotional strain of the candidate for the job where resistance to stress is important.

(e) Group Interview: Under this method, a problem is given to a group of candidates for discussion. The interviewer sits in the background and watches the process. It is best for the job where leadership ability is an important factor.

(f) Board Interview: In this method, a candidate is screened by a group of interviewers generally specialists in their respective fields.

(g) Exit Interview: The interview is generally conducted at the time when an employee leaves the organisation just to know the feeling of the outgoing employee about his job, or about the institution.

There are several types of interviews conducted and they are listed below:

(i) Structured Interview: It is the traditional form of an interview. Preset standardized questions are asked from the interviewee and are the same for all the candidates. It is the kind of interview that gives the chance to examine the skills and abilities of all the candidates impartially.

(ii) Unstructured Interview: It is just the opposite of structured interviews. It is a free-flowing conversation. Here the interviewer already has a definite idea in mind about the questions to be asked. Generally, questions are made and asked during the interview. An unstructured interview does not follow any formal rules and procedures.

(iii) Stress Interview : These kinds of interviews are very rare. In this, the interviewer gives a stressful situation to the interviewee to test how they react and manage the crisis at a given time. The interviewer inclines to make the interviewee nervous by asking tons of harsh questions at the same time, by completely ignoring him/her, by interrupting them in the middle of an answer and creating a whole new situation.

(iv) One to One Interview: It is the general interview. There are just two persons, i.e., the interviewer and the interviewee, and a formal discussion takes place about the candidate’s skills and abilities. The interviewer asks general and technical questions to check the suitability.

(v) Panel Interview: A panel interview is also known as a board interview. A panel of company members, usually more than two, who are in senior positions, take the candidate’s interview. Each one gives different scores to the candidates and combines up to see if the candidate is qualified or not. In a panel interview, candidates are often victims of personal biases, and it is not feasible for organizations that take many interviews daily.

(vi) Telephonic Interview: Telephonic interview is conducted over the phone and is economical and less time-consuming. Through these interviews, the company can select promising persons for the job. Its main objective is to limit the list of candidates and appoint the best ones. These are actually more accurate than one to one interviews for judging interviewees’ intelligence and interpersonal skills. The candidates are usually surprised by the unexpected call from the recruiter.

(vii) Video Interview: These interviews are conducted through various video conferences or online chats or messaging due to its rapidity and inexpensiveness. It’s just like a personal interview where the recruiter informs about the interview a few hours before the scheduled time. It is done if the interviewee lives far-off and cannot make it to the interviewer’s place due to valid reasons.

(viii) Depth Interview: As the term itself says, it characterizes the interviewee in-depth. It covers the candidate’s life history, academic qualifications, interests, hobbies, and professional work experience. The interviewer here is a listener and wants to know in detail about the candidates, so they allow a free flow of conversation and make a friendly approach.

32. Distinguish between Internal and external source of recruitment.

Ans:

33. Discuss the benefits and limitations of tests in the selection of suitable employees?

Ans: Benefits/Advantages/Merits of Tests (Importance): When used appropriately under a well planned testing programme tests can and do lead to a number of positive benefits to the company in the long run. 

These benefits are as under:

(i) It is easy to determine the value of a test as a selection device in comparison to interview or application blanks.

(ii) Tests are subjected to minimum subjective bias. Tests are much more objective than any other device.

(iii) Tests provide a uniform basis for comparing candidate from diverse background.

(iv) Tests reduce to a considerable extent the labour turnover and which in turn, may reduce the cost of training because lesser workers will have to be trained as a result of reduced turnover.

(v) Tests help in increasing production because better workers are employed; and may result in increased satisfaction of employees because they are placed on the job for which they are most competent and interested. This may reduce absenteeism and rate of accidents and increase morale of the workers.

(vi) Tests minimise the time of selection and can also be judiciously used in training the workers for appropriate position.

(vii) Tests are of great value in selecting people with promotional ability discovering the various causes of failure at the job analysing the personality characteristics or traits of the individuals.

Limitations/Disadvantages/Demerits of tests (Criticism): 

Tests are criticised on the following grounds :

(i) Tests are criticised for measuring only a part of the total amount of information needed to make an accurate selection. This criticism would be justified if tests were the only selections method used. In practice, tests are rarely used as the only selection method.

(ii) Tests are sometimes criticised on the ground that they cannot make prediction of changes of success of an applicant because he was nervous. This is valid only when the test results for the entire group are not valid. In Spite of these limitations employment tests have become widely accepted in the selection process. However tests should be used simply as a step and not as a replacement for the other phase of the selection process.

34. Differentiate Between:

(a) Recruitment and Selection.

Ans: Recruitment and Selection:

(b) Selection and placement.

Ans: Selection and placement:

35. Explain the characteristics of Good Test. Discuss the types of employment tests used for selecting employees.

Ans: A good test should be:

(a) Valid: It means that it measures what it is supposed to measure. It tests what it ought to test. A good test which measures control of grammar should have no difficult lexical items.

(b) Reliable: If it is taken again by (same students, same conditions), the score will be almost the same regarding that the time between the test and the retest is of reasonable length. If it is given twice to same students under the same circumstances, it will produce almost the same results. In this case it is said that the test provides consistency in measuring the items being evaluated.

(c) Practical: It is easy to be conducted, easy to score without wasting too much time or effort.

(d) Comprehensive: It covers all the items that have been taught or studied. It includes items from different areas of the material assigned for the test so as to check accurately the amount of students’ knowledge.

(e) Relevant: It measures reasonably well the achievement of the desired objectives.

(f) Balanced: It tests linguistic as well as communicative competence and it reflects the real command of the language. It also tests appropriateness and accuracy.

(g) Appropriate in difficulty: It is neither too hard nor too easy. Questions should be progressive in difficulty to reduce stress and tension.

(h) Clear: Questions and instructions should be clear. Pupils should know what to do exactly.

(i) Authentic: The language of the test should reflect everyday discourse.

(j) Appropriate for time: A good test should be appropriate in length for the allotted time.

(k) Objective: If it is marked by different teachers, the score will be the same. Marking process should not be affected by the teacher’s personality. Questions and answers are so clear and definite that the marker would give the students the score he/she deserves.

(l) Economical: It makes the best use of the teacher’s limited time for preparing and grading and it makes the best use of the pupil’s assigned time for answering all items. So, we can say that oral exams in classes of +30 students are not economical as it requires too much time and effort to be conducted.

The types of employment tests used for selecting employees:

(a) Intelligence Test: Intelligence test is conducted to find out the intelligence of the candidate. It helps to measure their mental ability, numerical ability, presence of mind, memory, communication skills, etc. This test is used for selecting managers. It is also used for selecting candidates for MBA courses.

(b) Interest Test: Interest test is conducted to find out whether the candidate is interested in a particular job or not. It finds out the likes and dislikes of a candidate about his occupation, hobbies, etc. This test helps the company to provide vocational guidance to their employees.

(c) Performance Test: Performance test is conducted to measure candidate’s performance in a particular job. It helps to find out the candidate’s knowledge and skill required for a specific job. For e.g. Typing test can measure the speed and accuracy of a typist or a data entry operator.

(d) Personality Test: Personality test is conducted to find out the maturity, interpersonal skills, emotional stability, capacity to get along, behaviours under stress and strain, etc. This test is used for selecting salesman, public relations staff, etc.

(e) Projective Test: Projective test is conducted to find out how the candidate interprets (explains) the problem or situation. For e.g. A picture is shown to the candidate, and he is asked to give his views and opinions about it.

(f) Aptitude Test: Aptitude test is conducted to find out:

(i) Whether the candidate has the talent to do a specific job, or

(ii) Whether he has the ability to learn the job after giving him training.

In short, aptitude test is done to find out whether the candidate will be able to do a specific job or not. Some candidates have a good talent or aptitude for accounting jobs while others show smart skills in marketing jobs. Companies give more importance to the candidate’s mental suitability for job.

(g) General Knowledge Test: GK. test is conducted to find out the general awareness of the candidates. They are asked questions about politics, work affairs, current affairs, etc.

(h) Perception Test: Perception test is conducted to check the beliefs, attitudes, intelligence, mental sharpness, wisdom, etc. of the candidate.

36. Write the important guidelines of successful interviewing. Explain the steps involved in interview.

Ans: Some of the important guidelines of successful interviewing are as follows:

(a) The interviewer should be competent, trained and experienced and understand the nature and requirements of the job under consideration.

(b) Adequate information about the interviewee must be obtained before the interview.

(c) Privacy and sufficient time must be provided to each interviewee.

(d) Interviewee must be made to feel at ease so that he does not hesitate in giving relevant facts about himself.

(e) Questions to be asked in the interview must related to the requirements of the job, and they must be prepared well in advance.

(f) Interviewers must be straight forward and frank instead of being shrewd and clever.

(g) Arguments and personal remarks should be avoided by the interviewers.

(h) The feelings of the candidate should not be hurt.

(i) Personal prejudices about the candidates must not be allowed to affect the selection of the right kind of person.

(j) Proper record of interview must be kept after the candidate has left the interview room.

An effective interview involves the following steps:

(a) Preparation for the Interview: Advance preparation is essential for a successful interview.

The following arrangements should be made before the interview begins:

(i) Determining the objectives of the interview.

(ii) Choosing the appropriate type of interview.

(iii) Acquainting oneself about the candidate.

(iv) Determining the type of information to be obtained.

(v) Selecting the right interviewers.

(vi) Selecting the candidates to be interviewed by checking and comparing their applications and test scores.

(vii) Finalizing the interview assessment forms.

(b) The Physical Setting: The place of interview should be both private and comfortable. It should be neat and clean, well-lighted. It should be free from noise and interruptions. The candidates should be properly received and should be guided into the interview room. The interview should start at the fixed time and the candidates should not be required to wait unnecessarily.

(c) Conducting the Interview: This step is heart of the interview process.

In this activities are follows:

(i) Establishing rapport with the candidate and gaining his confidence exchange of a smile, offering seat to the candidate, etc.

(ii) Getting complete information-for this purpose.

(iii) Ask open-close question.

(iv) Use the language which is clear to the candidate.

(v) Recording the observation-Such notes will indicate the interviewer’s interest in the candidate and thereby encourage him to talk freely. These notes will also be helpful in evaluating the candidate later.

(d) Closing the Interview: The close of the interview is as significant as it in the beginning. The interview is a trying situation for the candidate. Therefore, it should end with a happy note without any awkward situation, before closing the interview the candidate should be asked whether he wants to make any comments in order to the interviewer may show some sign at an appropriates time.

(e) Evaluation of Results: After interview is over, the interviewer should evaluate the candidate’s suitability for the job. It is based on observation impression and information collected during the interview.

37. What is Recruitment? Discuss the factors that affect Recruitment. Discuss the importance of Recruitment.

Ans: Recruitment is a process of identifying, screening, shortlisting and hiring potential resource for filling up the vacant positions in an organization. It is a core function of Human Resource Management. Recruitment is the process of choosing the right person for the right position and at the right time. Recruitment also refers to the process of attracting, selecting, and appointing potential candidates to meet the organization’s resource requirements.

The hiring of the candidates can be done internally i.e., within the organization, or from external sources. And the process should be performed within a time constraint and it should be cost effective.

Recruitment is an important function of the Human Resource Management in an organization, and it is governed by a mixture of various factors. Proactive HR Professionals should understand these factors influencing the recruitment and take necessary actions for the betterment of the organization.

When the market condition changes, the organization also needs to monitor these changes and discover how it affects the resources and analyze these functions for making recruitment an effective process. We have Internal Factors as well as External Factors that influence the recruitment process. In this chapter, we will be discussing these factors in detail.

Internal Factors: Organizations have control over the internal factors that affect their recruitment functions.

The internal factors are:

(a) Size of organization.

(b) Recruiting policy.

(c) Image of organization.

(d) Image of job.

Size of Organization: The size of the organization is one of the most important factors affecting the recruitment process. To expand the business, recruitment planning is mandatory for hiring more resources, which will be handling the future operations.

Recruiting Policy: Recruitment policy of an organization, i.e., hiring from internal or external sources of organization is also a factor, which affects the recruitment process. It specifies the objectives of the recruitment and provides a framework for the implementation of recruitment programs.

Image of Organization: Organizations having a good positive image in the market can easily attract competent resources. Maintaining good public relations, providing public services, etc., definitely helps an organization in enhancing its reputation in the market, and thereby attract the best possible resources.

Image of Job: Just like the image of organization, the image of a job plays a critical role in recruitment. Jobs having a positive image in terms of better remuneration, promotions, recognition, good work environment with career development opportunities are considered to be the characteristics to attract qualified candidates.

External Factors: External factors are those that cannot be controlled by an organization.

The external factors that affect the recruitment process include the following:

(a) Demographic factors d Demographic factors are related to the attributes of potential employees such as their age, religion, literacy level, gender, occupation, economic status, etc.

(b) Labor market d Labor market controls the demand and supply of labor. For example, if the supply of people having a specific skill is less than the demand, then the hiring will need more efforts. On the other hand, if the demand is less than the supply, the hiring will be relative easier.

(c) Unemployment rated If the unemployment rate is high in a specific area, hiring of resources will be simple and easier, as the number of applicants is very high. In contrast, if the unemployment rate is low, then recruiting tends to be very difficult due to less number of resources.

(d) Labor laws d Labor laws reflect the social and political environment of a market, which are created by the central and state governments. These laws dictate the compensation, working environment, safety and health regulations, etc., for different types of employments. As the government changes, the laws too change.

(e) Legal considerations d Job reservations for different castes such as STs, SCs, OBCs are best examples of legal considerations. These considerations, passed by government, will have a positive or negative impact on the recruitment policies of the organizations.

(f) Competitors d When organizations in the same industry are competing for the best qualified resources, there is a need to analyze the competition and offer the resources packages that are best in terms of industry standards.

Recruitment is one of the most fundamental activities of the HR team. If the recruitment process is efficient, then:

(a) The organization gets happier and more productive employees.

(b) Attrition rate reduces.

(c) It builds a good workplace environment with good employee relationships.

(d) It results in overall growth of the organization.

Here is a list that shows the purpose and importance of Recruitment in an organization.

(e) It determines the current and future job requirement.

(f) It increases the pool of job at the minimal cost.

(g) It helps in increasing the success rate of selecting the right candidates.

(h) It helps in reducing the probability of short term employments.

(i) It meets the organization’s social and legal obligations with regards to the work force.

(j) It helps in identifying the job applicants and selecting the appropriate resources.

(k) It helps in increasing organizational effectives for a short and long term.

(l) It helps in evaluating the effectiveness of the various recruitment techniques.

(m) It attracts and encourages the applicants to apply for the vacancies in an organization.

(n) It determines the present futures requirements of the organization and plan according.

(o) It links the potential employees with the employers.

(p) It helps in increasing the success ratio of the selection process of prospective candidates.

(q) It helps in creating a talent pool of prospective candidates, which enables in selecting the right candidates for the right job as per the organizational needs.

38. Write short note:

(i) Inductive Training in India.

Ans: In human resource development, induction training introduces new employees to their new profession or job role, within an organization. As a form of systematic training, induction training familiarizes and assists new employees with their employer, workforce and job design.Induction training is the process of introducing a new employee to their new role within the business. The purpose of this training is to help new starters become familiar with not only their role but what is expected of them as a member of your workforce. There are plenty of ways to carry out induction training but the most effective way is by ensuring that an e-learning platform is an integral part of the induction process. Induction training can be time-consuming if carried out without the use of an e-learning platform, particularly if you are primarily relying on face to face training. If a company sees several new starters each quarter, it is far more efficient and less time-consuming for trainers to house repetitive parts of an induction training programme on an online system, allowing employees to complete lessons/some lessons autonomously. Induction training shouldn’t just be a mandatory, tick-box exercise that new starters need to complete in order to start working. As mentioned above, your induction training programme can shape the first impression that an employee will have of the company, so you don’t want to make it feel like a dull, unengaging corporate task.

(ii) Process of induction.

Ans: Following are the process of induction:

(i) Reporting for duty before the concerned head of the department at a certain place.

(ii)The head of the department welcomes the new employee.

(iii) Introduction to the organizational head / branch head by the head of the department.

(iv) Organizational head/ Branch head introduces him to the important employees.

(v) Supervisor concerned introduces him to his co-workers in that section.

(vi) Providing information about the duties, responsibilities, rights, facilities, welfare measures, etc.

(vii) Supervisor clarifies the doubts of the new employee about the work. Formal and Informal Induction Programme.