Recruitment

Recruitment is defined as searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most

appropriate people to fill its job needs.

Selection

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people

Difference between Recruitment and Selection

Recruitment SelectionMeaning It is an activity of establishing contact between

employers and applicants.It is a process of picking up more competent and suitable employees.

Objective It encourages large number of Candidates for a job.

It attempts at rejecting unsuitable candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many hurdles.

Many hurdles have to be crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Consuming Less time is required. More time is required.

Job Analysis

Job analysis is a systematic investigation of the tasks, duties and responsibilities necessary to do a job.

Job analysis is the process of collecting job related information.

Job analysis aims to answer questions such as:

• Why does the job exist?• What physical and mental activities does the worker undertake?• When is the job to be performed?• Where is the job to be performed?• How does the worker do the job?• What qualifications are needed to perform the job?• What are the working conditions (such as levels of temperature,

noise, offensive fumes, light)• What machinery or equipment is used in the job?• What constitutes successful performance?

Human Resource Management, 5E 6

Job Description and Job Specification in Job Analysis

Job DescriptionA statement containing items such as

• Job title• Location• Job summary• Duties• Machines, tools, and equipment• Materials and forms used• Supervision given or received• Working conditions• hazards

Job specificationA statement of human qualifications necessary to do the job. Usually contains such items as

• Education• Experience• Training• Judgement• Initiative• Physical efforts• Physical skills• Responsibilities• Communication skills• Emotional characteristics• Unusual sensory demands such as sight,

smell, hearing

Job AnalysisA process of obtaining all pertinent job facts

Nature of Job Analysis

• Job task• Job Duties• Job Responsibility

Purpose of Job Analysis• Human Resource Planning• Recruitment• Selection• Placement and Orientation• Training• Counselling• Employee Safety• Performance appraisal• Job design and Redesign• Job evaluation

JOB ANALYSIS

IDENTIFY AND RATE JOBTASKS & KSAs

DEVELOP SELECTIONDEVICE (S)

PAPER & PENCIL TESTS

SITUATIONAL INTERVIEW

APPLICATION BLANKS

PERFORMANCE TEST (HANDS-ON)

SIMULATION TESTS

CONNECT TASKS TO KSAs

JOB DESCRIPTIONS

RECRUITMENT

IDENTIFY TRAINING NEEDS &TECHNIQUES

DEVELOP PERFORMANCEEVALUATIONS

FEEDBACK AND GOAL SETTING

CAREER DEVELOPMENT

DEVELOP TRAINING

ASSESSMENTS

Human Resource Management, 5E 10

Process of Job Analysis

• Organisational Analysis• Selection of representative positions to be analysed• Collection of job analysis data• Preparation of job description• Preparation of job specifications

Basic Methods to Collect Job Analysis Information

Interviews (Individual or group)

Format: Individual or group with SME (Subject Matter Experts)SMEs: Employees and/or supervisors

Key Points:• Make purpose of the job analysis clear• Interviewers need to be trained• Use a structured format

Potential Limitations:Employees may distort the responsibilities of their jobSupervisors may lack detailed information as to how the

job is done

Classification of job analysis interview

* Individual interviews with each employee.

* Group interviews with groups of employees having the same job

* Interview supervisor who are knowledgeable about the job being analyzed.

Types of job analysis interview

There are two types of interview: * unstructured interview * structured interview

Dimensions measured by the PAQ:a) Where and how employees get job/task information b) Cognitive process involved (e.g., planning, organization, making

decisions)c) Output (e.g., activities performed, tools/processes used)d) Interpersonal relationships required (e.g., co-workers, clients)e) Context of job (physical and social)Advantages:• PAQ can allow comparisons and generalizations across jobs

• Decent internal consistency reliability (.80)

• Inter-rater reliability of .66

Limitations:• Cannot clarify questions or follow up on respondents answers

• Best used for manual labor jobs (lots of items related to equipment use)

• Relatively high reading level (10th - 12th grade)

• Task differences may not be measured due to behavioral similarities

Questionnaires (e.g., Position Analysis Questionnaire; PAQ)

. Definition of task inventory method

• A task inventory is a list of the discrete activities that make up a specific job in a specific organization.

• A task inventory is method to identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs.

Task inventory process:

• Incumbents can respond to tasks listed by interview.• Rate the frequency, time spent of each task by analyst, supervisors, incumbents…• These tasks then allow inferences about KSAs needed to perform the job• The rating scales allow inferences about weighting KSAs & tasks in selection

Four key criteria for a good task inventory

• Immediate: Task unit intermediate in specificity; between job function and procedure.• Discrete: Each task distinguishable; definite beginning and ending.• Active: Action verb and object of each action.• Comprehensive: all work activities concerned/..

Définition of Position Analysis Questionnaire (PAQ model)

• PAQ model developed by McCormick, Jeanneret, and Mecham (1972), is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics.

• It consists of 195 job elements that describe generic human work behaviors.

Contents of PAQ method / technique:

• 187 items of job elements includes six categories: i) information output ii) mental processes iii) work output iv) relationships with other people v) job context vi) other job characteristics

Advantages of PAQ method / technique:

• PAQ method / technique: is structured to allow for easy quantification.

• The format of this method include in both data collection and computer analysis and can yield results much faster than the other methods.

• It has been shown to be extremely reliable, results usually replicate on a second administration.

• The taxonomic approach of the PAQ makes comparison of jobs relatively easy.

Disadvantages of PAQ method / technique

• One of the major disadvantages of PAQ, however, is related to its taxonomic approach.

• Getting Human Resources probably because its language is not specific to particular jobs.

• Another criticism of the language used in PAQ is that its reading level is too difficult.

Process of PAQ method / technique:

• Job incumbents (and sometimes their managers) answer questions on form outlining skills, abilities and knowledge needed to perform the job.

• Responses are compiled and a composite job requirement statement is produced.

SUBJECT EXPERT WORKSHOP It is a necessary process which defines the knowledge, skills and

abilities necessary to operate a successful business. Job analysisimpacts the recruiting and selection process, policy development

training and development initiatives, promotions and lateral moves.In this:• the importance of job analysis,• the different methods and appropriate uses of each,• the linkage between job analysis and other areas of the organization,• legal considerations,• managing both the process and politics,

Definition of critical incident technique (CIT model)

• CIT model is method used for collecting observations of human behavior that are judged to be “effective” or “ineffective” in work, activities.

• “Simply, critical incident involves the collection of observations of employee behaviors that are both effective and ineffective”

History of CIT method / technique:

• This method was developed by Flanagan during World War II (Director of the Division of Aviation Psychology, United States Army Air Forces).

• He described critical incident technique as a set of procedures used to collect observations of human behavior. These observations are used to solve practical problems and develop psychological

Purpose of CIT method / technique:

Built job descriptions, job specification and job standard.• Create a list of good and bad behaviors which can then be used for performance appraisal.• Testing the effectiveness of the job description and job specification.

Sources for critical incidents include:

Workers• co-workers• supervisors,• managers,• Customer• External and internal suppliers• And others.

Definition of Fleishman Job Analysis Survey (FJAS model):

The Fleishman Job Analysis Survey® (F-JAS) is a system for describing jobs and tasks in terms of the abilities, skills, knowledge, and social-interpersonal attributes required

The F-JAS method provides a direct link between job tasks and the characteristics of individuals required to perform these tasks effectively.

Process of FJAS method: The FJAS consists of a total of 73 knowledge and skill scales for a variety of abilities from the cognitive, the psychomotor and the sensory domain as well as interactive and social domains. The method assumes that jobs / tasks can be differentiated by their skills / abilities that are required to perform them and that people, who know the job well (i.e. job incumbents, supervisors) can make reliable and valid assessments of the required skills / abilities.

Cognitive

• Perceptual Abilities* Spatial Abilities* Idea Generation & Reasoning Abilities* Quantitative Abilities* Memory* Attentiveness* Verbal Abilities

Psycho-motor

*Control Movement Abilities* Reaction Time and Speed Abilities* Fine Manipulative Abilities

Physical

• * Endurance* Flexibility, Balance, and Coordination* Visual Abilities* Auditory and Speech Abilities* Physical Strength Abilities

Sensory

The second step involve a meeting of experts, each of whom provides his/her. The analyst calculates and obtains job description.

Definition of functional job analysis (FJA model)

• FJA model is a method of job analysis that was developed by the Employment and Training Administration of the United States Department of Labor.

Who use FJA method / technique ?

• This method were developed by groups of four to six Subject Matter Experts (“SMEs” are typically supervisors, job incumbents, or job analysts).

Procedure• The first involves the identification of the organization’s goals for the FJA

analysis . This analysis describes what should be, as well as what is:• The second step is the identification and descriptions of tasks , wherein tasks

are defined as actions . The tasks, actions may be physical (operating a computer), mental, (analyzing data) or interpersonal (consulting another person) . The task statements developed in FJA must conform to a specific written format.

• The third step deals with analysis of tasks. Each task is analyzed using 7 scales. These include three worker function scales of reasoning, mathematics and language.

• In the fourth step, the analysts develops performance standards to assess the results of a worker’s task.

• The final step deals with the development of training content needed

Contents of FJA method / technique:

• 1 worker-instruction scale.• 3 scales that measure reasoning, mathematics, language.• 3 worker-function scales: measure % of time spent with: data, people, things

• Each scale has several levels that are anchored with specific behavioral statements and illustrative tasks.

job element method of job analysis

This method, like the critical incident technique, focuses on satisfactory workers. It attempts to identify the characteristics of satisfactory workers (job elements).

JEM method focuses on work behaviors and the

results of this behavior rather than more abstract characteristics.

The steps to perform a Job Element method

• Step 1: Select a group of experts• Step 2: Conduct brainstorming sessions to identify job

elements• Step 3: Assign weights to each of the elements based on the

following criteria • Step 4: Derived scales is process of delivering scale values

from the expert ratings• Step 5: Assigning elements to categories• Step 6: Use results in your application

Repertory grid

• Identify a range of 10-20 people who do the job (these are called elements).

• Select three at random.• Select two that seem more similar in some way.• Identify what it is about them that is similar (this

is the similarity pole).• Identify what is different about the other person

(this is the contrast pole).