UNIT 2

Acquisition of Human Resource: Human resource planning- Quantitative and qualitative

dimensions; Job analysis – Job description and job specification; Recruitment –sources,
process; Selection – process, techniques and tools; induction and orientation; Retention.

HUMAN RESOURCE PLANNING

Human Resource Planning, Manpower Planning, and Workforce Planning are used
synonymously. Human Resource Planning is a process by which the organizations move
from the present human resource position to its desired human resource position, in order
to carry the integrated plan of the organization. As its simplest, Human Resource
Planning is a planning process and analytical capability to measure and compare the
current workforce (supply or faces) with the future workforce (demand or spaces).
Human Resource Planning is the business process for ensuring that an organization has
suitable access to talent to ensure future business success. The vast majority of an
organization's improvement comes when the right people with right knowledge, skills and
behaviour are deployed throughout the organization.
The process of forecasting an organization's future human resource needs and
determining how to best use its current human resource capacity to meet those needs is
known as human resource planning (HRP). Thus, it focuses on the fundamental economic
idea of supply and demand in relation to the organization's human resource capacity.
- HRP is a procedure that assists management in providing the right people in the
right numbers at the right time and place to fulfil the organization's future need for
human resources.
- The process of forecasting and strategizing to satisfy the organization's demand
and supply of manpower needs in the present and future is known as human
resource planning.
- Making sure your team is made up of the right people with the proper skill set is a
process that will help your firm develop a strong workforce capability.
- Without a skilled team that innovates and competes to expand your organisation,
no business strategy can be successful.
- Human resource planning assists in addressing any serious labour shortages, hence
reducing business risks.

Human resource planning has been defined as "the process by which management
determines how an organisation should move from its current manpower position to its
desired manpower position. Through it management strives to have the right number and
the right kind of people at the right place, at the right time, doing things which result in
both the organisation, and the individual receiving, maximum long-range benefit.

An analysis of the above definition reveals the following characteristics of human

resource planning
(i) Human resource planning like all planning is forward looking or future oriented.
(ii) Human resource planning is an on-going or continuous process because the demand
for and the supply of human resources undergo frequent changes.
(iii) Human resource planning is an integral part of corporate planning.
Without a corporate plan, there can be no manpower plan.
(iv) The basic purpose of human resource planning is to make optimum utilisation of an
organisation's current and future human resources.
(v) Human resource planning has both quantitative and qualitative aspects.
The former implies the right number of employees while the later means the right talent
required in the organisation.

PROCESS OF HRP
A) CURRENT HR SUPPLY
Assessment of the current human resource availability in the organization is the foremost
steps in HR planning.
It includes a comprehensive study of HR strength of the organization In terms of
numbers, skills, talents, age, experience, grades, compensation, benefits etc.
At this stage the consultant may conduct expensive interviews with the manager to
understand HR issues.

B) FUTURE HR DEMAND
Analysis of future workforce requirements of the business is the second step in HRP.
All the known variables like layoffs, retirement, promotion, transfers, etc are taken into
consideration while determining future HR demand.

C) DEMAND FORCAST
next step is to match the current supply with future demand of HR and create a demand
forecast. Here it is also Essential to understand the business strategy and objectives in the
long run so that the workforce demand forecast is such that is aligned to the organization
goals.

D) HR SOURCING STRATEGY AND IMPLEMENTATION

after reviewing the gaps in the HR supply and demand the HR consulting firm develops
plans to meet gaps as per the demand forecast created by them.
This may include conducting communications, programs with employees, Training and
coaching. Here it is important to note that all the regularly and legal compliance are being
followed by the consultants.

Hence a properly conducted a process of HRP by an HR consulting firm helps the

organization in meeting its goals and objectives in timely manner with the right HR
strength in action.

QUALITATIVE DIMENSIONS

SKILL ANALYSIS
Quality of manpower required varies from job to job. Therefore the quality of employees
required for a job can be determined only after determining the Jon requirements.
- Job analysis is required to know about the job.
- study of work standards Is necessary for the quality of workers required.
- It is indispensable for preparing job analysis
- availability of existing manpower resources of different kinds should be kept in mind.
This is helpful in forecasting future manpower requirements.

QUANTITATIVE DIMENSIONS
Quantitative dimension is concerned with determining the number of employees required
in future period of time. Workload analysis and workforce analysis are helpful in
estimating the quantity of the manpower.

WORK LOAD ANALYSIS:

Under this, the total workload of each department is estimated on the basis of sales
forecast, work schedule, growth ratio and expansion plans. It is estimated in tangible
units, so that can be translated into manpower.
- Work study technique is used to estimate how long a time an operation would take
and the manpower required per unit of output,
- It is a technical aspect of manpower planning.
- It includes and studies the auditing of HR, study of work stds and demand analysis
etc.
method used to determine the time, effort, and resources needed by an organization in
identifying the actual needs of Human Resources (HR) in quality and quantity in
accordance with the goals and strategies of the organization. Workload Analysis can be
undertaken to determine the optimal manpower requirement for the Organization. This
can also provide the vital strategic inputs to Recruitment in bringing in the necessary
right fit (in terms of skill sets, timing, and placement).The right man on the right place, at
the right time and on the right job.
The human resource planners find out sales forecasts, work schedules and determine the
human resource requirements. The departmental work-loads are converted into
man-hours in terms of different skills required.
On the basis of past experience the work loads are converted into man hoursw required.

WORK FORCE ANALYSIS

all the existing workers are not likely to be for workne throughout the year, due to
absenteeism and turnover.
It is therfore necessary to make a provision for loss of current manpower due to
following factors . Such analysis will involve a detailed study of the past behaviors,
performance and retirement date of each and every employee. This analysis is called
WORKFORCE ANALYSIS.

On the basis of past experience, the factory may estimate that on an average, 5 per cent of
the staff will remain absent and another 5 per cent is likely to be lost due to resigrations,
retirements, deaths, terminations, etc. Thus, the actual number of workers required will
be
200 + 200/ 10 = 220 during the year.
In order to estimate accurately the loss of current manpower, analysis of the present work
force is made. Such analysis will involve a detailed study of the past behaviour,
performance and retirement date of each and every employee, This analysis is called
workforce analysis.

JOB ANALYSIS
Job analysis is a formal and detailed study of jobs. It refers to a scientific and Systematic
analysis Of a job in order to obtain all pertinent facts about the job. Job analysis is a
systematized procedure of extracting information related to a job. In other words, it is an
intrinsic analysis of the activities of job. Organizations design job analysis to determine
the various responsibilities and accountabilities of a particular job.
Job analysis has been defined as "the process of determining by observation and study
the tasks, which comprise the jobs, the methods and equipment used, and the skills and
attitudes required for successful performance of the job.”
"the process of determining by observation and study, and reporting pertinent information
relating to the nature of a specific job. It is the determination fo the assignments which
comprise the job and of the skills, knowledge, abilities and responsibilities required of the
worker of a successful performance and which differentiate one job from other job". job
analysis is essentially a process of collecting and analyzing data relating to a jOb. It is a
part of overall work planning called work design. A job can be analyzed only after it has
been designed and someone is already performing it. Job analysis is, therefore, performed
upon ongoing jobs. As jobs are always Subject to change, a job analysis may become
obsolete within a short period of time. "the process of understanding and extracting
information relating to the various tasks and responsibilities of a specific job. The
immediate products of this analysis are job descriptions and job specifications".

This should include the:

● Knowledge: Knowledge is the degree to which a job holder must know specific
technical material.
● Skill: Skill is defined as adequate performance on tasks requiring tools,
equipment, and machinery.
● Abilities: Abilities refers to the physical and material capabilities needed to
perform tasks not requiring the use of tools, equipment, and machinery. Further,
where the job is completed must be considered.

FEATURES OF JOB ANALYSIS

1. Job analysis is gathering relevant information about various aspects of a job and
identifying tasks required to be performed as part of it.
2. It approaches systematically defining the role, context, conditions, human
behavior, performance standards, and responsibilities of a job.
3. It helps in establishing the job’s worth to an organization. In other words, it
measures a job’s value and contribution to the organization’s growth.
4. It establishes job-relatedness, which is crucial for HR decisions involving
recruitment, selection, compensations, training, health, and safety.
 Job analysis provides the following information about a Job:
(i)Identity of the job in terms of its title and code number.
(ii) The operations and tasks involved in the job including their timing,
significance, complexity and sequence.
(iii) Location, physical setting, hazards and discomforts, supervision given and received
and other significant characteristics of the job.
(iv) Duties involved in the job along with the frequency of occurrence of
each duty.
(v) Materials, methods and equipment used in performing the job.
(vi How the job is performed, ie., the nature of operations like clearing, lifting, handling,
drilling, feeding, driving, guiding, assembling, etc.
(vii) Relationship of the job with other jobs in the organisation. (viit Human resource
attributes required for performing the job, e.g., physical strength, education, mental skills,
attitudes, experience, training, etc.
viii) The various activities and responsibilities involved in the job inclusive of their time
schedule and prominence
ix) Operational location, physical establishment, hazards and maladies, monitoring
extended and received and other integral characteristics of the job
x) Responsibilities includes in the job along with the frequency of occurrence
of every responsibility.
Xi) Inventory, methodology and tools used in discharging the job responsibilities A How
best the job responsibilities are discharged such as lifting, refinding, drilling, handling,
driving, feeding, guiding and assembling etc.
xii) Relationship of that particular assignment with other assignments in the enterprise.
Individual attributes needed for discharging the responsibilities of job such as physical
vigour, educational qualifications, attitudes, experience, mental ability and training etc.,
The cited information forms the aspects of job description and job specification.

GOALS OF JOB ANALYSIS:

● Redesigning the job: In order to simplify the process and responsibilities involved
in the job, the job is analyzed. Such segmentation of assignment helps to
maximize the productivity.

● Qualitating the production: to establish job and standards of time a job is to be

analyzed in greater detail. A scientific investigation of the job disseminates the
time which should be considered in performing the total assignment. When once
 the time requirement is familiar, standards relating to day today performance can
be established.

USES OF JOB ANALYSIS

1. Organisational Design. Job analysis is useful in classifying jobs and
interrelationship among them. Responsibility commensurate with authority and
accountability for various jobs can be specified so as to minimise duplication or
overlapping.
2. Human Resource Planning. Job analysis provides useful information for
forecasting manpower requirements in terms of knowledge and skills. It also helps
in planning for promotions and transfers by indicating lateral and vertical
relationships between different jobs.Job analysis is the parameter of human
resource requirements. It fixes up the demands for a job in terms of responsibilities
and duties and then translate that particular demands in terms of calibre, qualities
and other human attributes. It extends help is fixing up the no: and varieties of jobs
and educational qualifications required for these jobs because with the assistance
of job analysis it is familiar as to what is the quantity of work which a normal
person can perform on the job on a particular working day. This analysis facilitates
the division of assignment into separate jobs. At supervisory levels intrinsic job
analysis helps in compilation of inventories of managerial skill.
3. Recruitment and Selection OR hiring, selecting and placing employees.
Information relating to the tasks, responsibilities, knowledge and skills serves as a
realistic basis for hiring people. Job vacancy is advertised on the basis of job
description and job specification. Job analysis provides understanding of what an
employee is expected to do on the job. Such understanding serves as the basis for
meaningful forecast of job performance. Selection methods are based upon such
forecasts.order to make the employment programme more exult, it is inevitable to
have clear cut units of work to be discharged and of the talents and brilliance
which should be possessed by the personnel who will fill these assignments. The
information related to these two assignments are procured from job description
and job specification respectively. This helps in matching as closely as possible the
job requirements with workers aptitudes, skills, talents to facilitate the
administration of employment programme.
4. Placement and Orientation. A clear understanding of job requirements helps in
matching these requirements with the abilities, interests and aptitudes of people.
Each job can be assigned to the person who is best suited for it. Similarly, the
orientation programme can be geared towards helping the employee learn the
 activities, tasks and duties that are required to perform a given job more
effectively.
5. Training and Development. Job analysis provides valuable information required
to identify training needs, to design training programmes and to evaluate training
effectiveness.
6. Performance Appraisal. Job analysis helps in determining performance standards
in critical parts of a job. Employee performance can then be evaluated against
known standards and critical activities. The superior can compare actual
performance with the standards set with the help of job analysis.
7. Career Path Planning. Job analysis provides a clear idea of opportunities in terms
of career paths and jobs available in the organisation. With the help of such
understanding, employees and the organisation both can make efforts for career
planning and career development.
8. Job Design. With the help of knowledge about job requirements, improvements in
work design and work methods can be made to improve productivity and job
satisfaction. This takes two forms, namely industrial engineering and human
engineering. The former is concerned with measurement, simplification and
improvement of work so as to improve efficiency and reduce costs. The latter
involves redesigning jobs to match the physical and psychological capabilities of
employees.
9. Job Evaluation. Job analysis serves as the basis for determining the relative worth
of different jobs. It, therefore, helps in developing appropriate wage and salary
structures, with internal pay equity between jobs. Job evaluation targets at fixing
up of the relative calibre of multiple jobs. It also ensures equity to equity. To
determine the quality of a job, data related to the job is inevitable to be evaluated
by job analysis.
10. Labour Relations. Information obtained through job analysis is helpful to
both management and trade unions for collective bargaining. It can also be used to
resolve disputes and grievances relating to workload, work procedures, etc.
11.Employee Counseling. Job analysis provides information about career choices
and personnel limitations. Such information is helpful in vocational guidance and
rehabilitation counselling. Employees who are unable to cope with the hazards and
demands of given jobs may be advised to opt for subsidiary jobs or to seek
premature retirement.
12. Health and Safety: Job analysis also creates an opportunity to uncovered areas
and recognizes hazardous situations and adverse environmental factors such as
 odour, temperature, fumes etc. Appropriate action can be initiated to reduce the
risks and evil effects towards the health and safety of workers.
13. Design of Job: The data related to the job analysis extends assistance for
designing the job by production engineer engaged in work study, lucification and
the augmenting methods of work region.
14. Assessment of performance: Performance assessment of the personnel can be
carried out objectively when transparent standard of performance for each position
is established. The information related to job analysis can be adapted to fix the
quality of performance for all the jobs. While assessing the performance of an
employee, the evaluators can contrast the original contribution of every individual
with the established standards. In such a way the data related to job analysis helps
in assessing the performance of personnel.
15. Improved skills and development: In order to improve the skills and
development of employees, training and development programmes are imparted
which will result in gaining the more calibre to perform the assigned tasks
effectively. This assignment can be easily accomplished if the employees have
been informed in advance the contents of job description and job specification.
When the personnel are totally aware of the job analysis, they would become
familiar with what duties they are expected to discharge.

The organizational job requirements keep changing with time. Advancement in the
technology may demand a innovative approach to tackle job operations. Union
agreements may give a greater say in discharging certain other responsibilities. The
employees' attitude might change. In the past, jobs were designed, assuming that they
would never change. There was no attempt to link changing job requirements with
changing attitudes of employees toward work. It is only in late 70's majority of the
organizations realized the significance of carrying out perennial job analyses and tune the
jobs in-line with the mental make-up of people who handle them for producing higher
productivity and maximizing the productivity.

COMPONENTS OF JOB ANALYSIS

A job can be broken into several components and arranged into a hierarchy of work
activities. This hierarchy is depicted in the following figure:

1. Element: The smallest practical unit into which any work activity can be
subdivided.
 2. Task: An identifiable unit of work activity is produced by applying a Composite
of methods, procedures, and techniques.
3. Duty: An individual performs several distinct tasks to complete a work activity for
which he or she is responsible.
4. Position: The combination of all the duties required of one person performed a
job.
5. Job : A group of positions that are the same enough or their job elements tasks
and others to be covered by the same job analysis
6. OccupatioN: Jobs are combined across organizations based upon the skills,
exhaustion, and responsibilities required by the jobs.

7.Job Family : A category in which similar cocoons are grouped.

STEPS INVOLVED IN JOB ANALYSIS

1. Determine the purpose for conducting job analysis. The purpose should be
clearly linked to organizational success and the organizational strategic plan.
A frequent reason for conducting job analysis projects is that jobs are much
more dynamic than ever before. Technology and the demands of a competitive
environment frequently change the nature of the job requiring reevaluation.
Rapid organizational growth often means new types of jobs requiring job
descriptions. High turnover or low job satisfaction might be other indicators of
the need for job analysis projects. High turnover might indicate that jobs are
not properly priced in relation to the external job market. Because job analysis
drives compensation decisions, old job analysis results might need to be
updated. Low job satisfaction is often the result of boring or repetitive jobs.
Job analysis can identify new ways to design jobs to make them more
interesting and challenging.
2. Identify the jobs to be analyzed. After the purpose is identified, it provides
some indication as to which jobs should be included in the job analysis. Often,
however, time and resource constraints limit the total number of jobs that can
be included in the process. For example, if the organization as a whole is
experiencing turnover, that data should be analyzed to determine the particular
departments in which the problem seems to be the worst. That analysis
indicates the direction for the project. The same is true if the organization is
growing or experiencing significant change in only certain areas. Those are
the jobs that are most appropriate for job analysis. When a large number of
 employees encumber the same job, a determination must be made as to how
many of the positions will be included in the project. Statistical sampling
might be appropriate if the number is large.
Review relevant background data. Efficient and effective job analysis often
builds from previous work and data that are already corrected. A review of
current job descriptions and organizational charts provides basic information
with which to begin the project. Analysis of workflow assists in understanding
the responsibilities of the job and how it fits into the total work process.
3. Plan and execute the job analysis project. Planning is the key to successful
projects. The appropriate data-gathering methodologies must be determined
and an action plan developed as to project activities and milestones. Data
collection methods are covered in the next section.
4. Write the job description and job specifications. After the data are collected
and analyzed, they must be turned into the written work outputs, job
descriptions, and job specifications. Before these documents are finalized,
they should be reviewed with a representative sample of both the affected
employees and their managers. If modifications to the documents are required,
they should be made and the appropriate final approvals obtained.
5. Periodic review. It is good HR practice to engage in a planned process of
periodic review of job descriptions and job specifications. Many organizations
use a revolving process, reviewing a portion of the organization each year so
that the entire organization is reviewed in a cycle—usually three, four, or five
years. During the review, managers in that portion of the organization under
review are required to verify the accuracy of the job descriptions and job
specifications. If managers indicate job descriptions are out of date, those
descriptions are included in the job analysis review. In addition, a random
sample of jobs is also included for review.

PURPOSE OF JOB ANALYSIS

- JOB DESCRIPTION
- JOB SPECIFICATION
- JOB EVALUATION
JOB SPECIFICATION
Job specification or man specification or employee specification is a statement of the
minimum acceptable human qualities required for the proper performance of a job. It is a
written record of the physical, mental, social, psychological, and behavioural
characteristics which a person should possess in order to perform the job effectively. Job
specification tells what kind of a person is required for a given job. It serves as a guide in
the recruitment and selection processes. It is also helpful in training and appraisal of
employees. Job specification is criticised on the ground that it involves a great deal of
subjectivity. It is restrictive in nature as it restricts the development of an individual in the
job. Organisations generally tend to specify relatively high requirements for formal
education and training with the result that highly qualified personnel end up doing routine
jobs.
Despite these problems, it is necessary to specify for every job the minimum acceptable
human qualities.
ob specifications detail the knowledge, skills, and abilities relevant to a job, including the
education, experience, specialized training, personal traits, and manual dexterity required.

Job specification focuses on the employee. It is a statement of the levels of educational

and professional qualifications, talents, physical and mental abilities, expertise,
experience, judgment and parameters required for effective performance of the job. As a
matter of fact, it is a statement of the required qualifications that an employee should
possess to perform an entrusted job. It fixes up the brilliance, talents and abilities required
to discharge the job responsibilities in an effective manner. Job specification indicates the
entire characteristics of the job holder.

JOB DESCRIPTION
Job description is a written record of the nature and contents of a job. It describes a job in
terms of its title, location, duties, responsibilities, working conditions and its relationship
with other jobs. Job descriptions describe the duties, responsibilities, working conditions,
and activities of a particular job. Job descriptions vary in terms of the level of detail
provided.However, several components are present in virtually every job description—for
example, the job title, type of summary, and worker requirements.

Job description is a useful document as it helps managers in the following decisions:

(I) Job grading and classification.
(ii) Placement of new employees on a job.
(iii) Orientation or induction of new employees. (Iv) Promotions and transfers.
(v) Defining and outlining career paths.
(vi) Redressal of grievances relating to duties and responsibilities.
(vii) Investigating accidents.
(viti) Locating faulty work procedures and duplication of papers.
(ix) Work measurement and work improvement.
(x) Defining the limits of authority.
(xi) Health and fatigue studies.
(xii) Developing performance standards.
(xiii) Establishing a common understanding of a job between management
and workers.
(xiv) Determining jobs for occupational therapy. (xv) Employee counseling and
vocational guidance.
(xvi) Organisational change and development.
(xvil) Framing questions to be asked in the selection interview.

Job description is a functional elucidation of the contents what the Job includes. It is an
explanation of job contents in greater detail in a lucid manner. It is a narration of the
functions and responsibilities to be discharged in a job, the relationship of the job with
interrelated jobs, the tools and implements required, the method of monitoring, working
environment and so on. Majority of the higher positions require to be spelled out clearly
and comprehensively'.

JOB EVALUATION

Job evaluation is a systematic way of determining the value/worth of a job with other
jobs in an organization. Job evaluation is a method for comparing jobs to provide a basis
for grading and pay structure. Job evaluation has been defined as analyzing and assessing
jobs to ascertain their relative worth reliably. It is the analysis and assessment of jobs to
ascertain their relative worth reliably using the assessment as a basis for a balanced wage
structure.Job evaluation is the systematic process of determining the relative value of
different jobs in an organization. The goal of job evaluation is to compare jobs with each
other in order to create a pay structure that is fair, equitable, and consistent for everyone.
This ensures that everyone is paid their worth and that different jobs have different entry
and performance requirements.
Job evaluation aims to produce a ranking of jobs on which a rational and acceptable pay
structure can be built. The important features of job evaluation may be summarized as
follows:

● It tries to assess jobs, not people.

● The standards of job evaluation are relative, not absolute.
● The basic information on which job evaluations are made is obtained from the job
analysis.
● Job evaluations are carried out by groups, not by individuals.
● Some degree of subjectivity is always present in job evaluation.
● Job evaluation does not fix pay scales but merely provides a basis for evaluating a
rational wage structure.

METHODS OF JOB ANALYSIS

An organization uses different methods to collect information and conduct job analysis.
Questionnaire or Survey Method:
In this method a questionnaire is prepared to get the job information and it is circulated
among all job holders. The questionnaire asks the job holder to supply the several types
of information sought in job analysis. It may, in addition, ask the immediate supervisor to
examine and comment on the replies provided by the job holders. However, most of them
follow an outline that first identifies the job, seeks information on the principal tasks
involved and then ask questions design to discover the mental skill and physical
requirements of a satisfactory job holder.

Observation Method:
Here the job analyst observes the work and worker while the worker is involved with the
work. An experienced and expert analyst combines interviewing and on-the-job
observation to provide a more accurate analysis than is usually secured by the use of
either one of the methods.

EMPLOYEE DIARY : In this method, the employee describe their daily work activities
in a diary or log. After analyzing the diary or log over a specified period of time, a job
analyst is able to record the essential characteristics of a job. This method does not give
any desirable data on supervisor’s relationship, the equipment used and working
conditions. Maintaining logs are time consuming and costly.
Job Performance: With this approach, the job analyst actually performs the job and to
gets first hand exposure. The job analyst gets an actual feel of job as well as the physical,
environmental and social demands of the job. This method is not suitable for the jobs that
are hazardous in nature and quite inappropriate for jobs that require extensive training.

Job Inventories or Checklists: These are structured questionnaires that require a

respondent to check or rate behaviour and/or worker character necessary to a particular
job or occupation. Job inventories can either be Task/Job Oriented or
Qualifications/Worker oriented.

Motion Study Method: Under this method, the speed of an individual worker in
performing some job and time consumed therein are both noted. Similar examinations
being performed on other individuals doing the same work, and the results obtained are
compared. Such a study of speed and time helps in job analysis and classification of the
workers.

Daily Method : The daily method requires the employees to record their daily activities
in detail. The information of the employees’ everyday activities is collected in detail and
then analyzed

JOB ROTATION

Job rotation indicates the rotating of an employee from one job to another job without
any change in the assignments. For example: an office assistant may be shifted from head
office to field office or branch office located in some other location. is a systematic
program which acts as an effective tool to settle employees at right place where they can
provide best performance. A management technique which is used to shift employee
from one job to another in order to make them familiar with all the verticals of an
organization. The objective of job rotation is to enhance the work experience of the
employees, to cross-train them and improve their job satisfaction.

The core advantage of this rotation is that the employee would get familiarized with all
most all functions and responsibilities of all jobs in the organization and it relleves the
employee from the boredom of performing of routine assignments. The job holder will
get a variety of tasks, working environment and new fellow workers' job holders. It also
upgrades the skills and calibre of employees from time to time. Rotated employees would
be able to meet the unforeseen contingencies of the organization. The potentiality that is
prevailed in job rotation is very limited.

A management approach where employees are shifted between two or more assignments
or jobs at regular intervals of time in order to expose them to all verticals of an
organization. It is a pre-planned approach with an objective to test the employee skills
and competencies in order to place him or her at the right place. Job rotation is a
well-planned practice to reduce the boredom of doing same type of job everyday and
explore the hidden potential of an employee. The process serves the purpose of both the
management and the employees. It helps management in discovering the talent of
employees and determining what he or she is best at. On the other hand, it gives an
individual a chance to explore his or her own interests and gain experience in different
fields or operations.

JOB ENLARGEMENT

It is a procedure of broadening the scope of a job by including more number of job tasks
to the present job. The co-related assignments are amalgamated. As it involves multiple
tasks, the wide spread enhanced scope of the job creates the opportunity to make greater
use of the calibre and brilliance of the employee. It enhances the workers morale, quality
of work, productivity and total efficiency and efficiency of the employees.

JOB ENRICHMENT

Job enrichment is a process that is characterized by adding dimensions to existing jobs to

make them more motivating. Examples of job enrichment include adding extra tasks (also
called job enlargement), increasing skill variety, adding meaning to jobs, creating
autonomy, and giving feedback.

The goal of job enrichment is to create a motivating job. This can be done, for example,
by taking a regular, ‘boring’ job and adding extra responsibilities that make the job more
meaningful for the worker. Job enrichment is, therefore, part of job design and job
redesign.

RECRUITMENT
Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organisation. "Recruitment is a process to
discover the sources of manpower to meet the requirements of the staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working force."
Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and
attitude, which are required for achieving the objectives of an organization. Recruitment
process is a process of identifying the jobs vacancy, analyzing the job requirements,
reviewing applications, screening, shortlisting and selecting the right candidate.

FEATURES OF RECRUITMENT
● Recruitment is a process or a series of activities rather than a single act or event.
The activities in this process are described under the next heading.
● Recruitment is a linking activity as it brings together those with jobs (employer)
and those seeking jobs (prospective employees).
● Recruitment is a positive function as it seeks to develop a pool of eligible
● persons from which most suitable ones can be selected.
● The basic purpose of recruitment is to locate the sources of people required to
meet job requirements and attracting such people to offer themselves for
employment in the organisation.
● Recruitment is an important function as it makes it possible to acquire the number
and type of persons necessary for the continued functioning of the organisation.
Careful recruitment of employees is particularly important in India because the
chances of mismatching the job and the person are greater. Due to widespread
unemployment, the job seeker tends to accept any job irrespective of his
suitability.

SOURCES OF RECRUITMENT
There are two types of sources :
1. INTERNAL SOURCES
2. EXTERNAL SOURCES ‘

INTERNAL SOURCES OF RECRUITMENT

Internal sources of recruitment refers to the recruitment of employees who are already a
part of the existing payroll of the organisation. The vacancy for the position can be
informed to the employee through internal communication.
in the internal recruit certain advantages plus points are for employees as well as
employers. Through this recruitment, the employers might have already familiarize with
the skills and caliber of their own employees so that there is no scope to give upward
advancement to the poor performers. The candidates hired from the outside are
unfamiliar with the organization may feel difficult to work here. Internal sources of
recruitment refer to seeking the employees from within the organisation to fill up the
vacant position. Many companies consider internal recruitment as a great option since it
is cost-effective, and they tend to hire employees who have a better know how the
organisation and its policies.
Majority of the organizations prefer internal recruitment rather than outside recruitment
- PROMOTION: Promotion is referred to as the change of designation of the
employee. It involves shifting of the existing employee to a higher position within
the organisation and providing that employee with more responsibility and a raise
in pay.The promotion policy is followed as a motivational technique for the
employees who work hard and show good performance. Promotion results in
enhancements in pay, position, responsibility and authority. The important
requirement for implementation of the promotion policy is that the terms,
condi­tions, rules and regulations should be well-defined. Promotion helps in
motivating the other employees of the organisation to work hard so that they also
become eligible for promotion.
- Former employees: Some organisations have the provision of hiring retired
employees willing to work part time/full time for the organisation. Former
employees who had performed well during their tenure may be called back, and
higher wages and incentives can be paid to them. Some organisations provide for
an option of re-joining to its ex-employees. They even consider the retired
employees who are willing to give their full time or part-time services to the
organisation.
- Internal advertisement: The existing employees may be interested in taking up
the vacant jobs. As they are working in the company since long time, they know
about the specification and description of the vacant job. For their benefit, the
advertisement within the company is circulated so that the employees will be
intimated.
 - Transfer: Employees may be transferred from one department to another
wherever the post becomes vacant. Transfer refers to the shifting of an existing
employee from one department to another department in an organisation.

ADVANTAGES OF INTERNAL RECRUITMENT

- The existing employees get motivated.
- The organisation saves money on hiring programmes which translates to higher
revenue for business.
- It makes selection and transfer of employees very easy.
- Internal source of recruitment serves as a morale booster for the existing
employees.
- It provides a sense of loyalty towards the business which results in improved
productivity.
- As existing employees will be aware of the working pattern of the organisation,
therefore it will take much less time for the re-hires to get adapted to working
conditions.
- Internal recruitment motivates employees to perform better and get promoted.
- Employees tend to have a long-term association and develop loyalty towards the
organisation.
- These sources do not involve much cost and are based on internal advertisement
and mouth to mouth publicity.
- It does not require much expertise and is a more straightforward process.
- The organisation can trust the workforce so recruited since they are pre-known to
the company.
- It saves time spent on scrutinising of application and training and orientation later
on.
- Cost is saved as there is no need to give advertisements about the vacancy.
- It builds loyalty among employees towards the organization.
- Training cost is saved as the employees already know about the nature of job to be
performed.
- It is a reliable and easy process
- Morale and motivation of employees improve when they are assured that they
would be preferred in filling up vacancies at higher levels. A sense of security is
created among employees.
- Suitability of existing employees can be judged better as record of their
qualifications and performance is already available in the organisation.
- Chances of proper selection are higher.
- promotes loyalty and commitment among employees due to sense of job security
and opportunities for advancement. Stability of employment is improved.
- Present employees are already familiar with the organisation and its policies.
Therefore, time and costs of orientation and training are low.
- The time and expenditure of recruitment are reduced as there is little need for
advertising vacancies, or arranging rigorous tests and interviews.
- Relations with trade unions remain good because unions prefer internal
recruitment particularly through promotions.
- Filling of higher level jobs through promotions within the organisation helps to
retain talented and ambitious employees. Labour turnover is reduced.

DEMERITS OF INTERNAL RECRUITMENT

● Internal recruitment makes it challenging to introduce new resources who
think differently, to the organisation.
● Employees sometimes witness biasedness and partiality in promotion or
transfer, which leads to dissatisfaction.
● It is not suitable for all types of job openings.
● It leads to conflicts when one employee is promoted, and the other is not.
● Young people with the knowledge of modem technology and innovative
ideas do not get the chance.
● The performance of the existing employees may not be as efficient as before.
● It brings the morale down of employees who do not get promotion or
selected
● Internal recruitment causes reduction in the morale of those employees who
are not selected or considered for appraisal.
● It discourages capable persons from outside to join to work in the company.
● It can lead to conflict if one employee is selected for promotion, while the
others are not considered.

EXTERNAL SOURCE OF RECRUITMENT

Recruitment from outside the organization brings “NEW BLOOD” into the
organization and can provoke innovation.
External sources of recruitment signify the hiring of those employees who have
never been associated with the organisation before.
The organisation needs to include new and fresh talent to become successful and
to survive in the competition. Large organisations mostly depend on external
sources of recruitment. Introduction of fresh talent among the workforce leads to
growth and development of the business.
- Direct recruitment/ Gate hiring : Under this method, a notice is displayed
on the notice board of an enterprise giving details regarding the job
vacancies. The candidates gather outside the premises of the organisation
on the date specified in the notice and the on spot selection is done. This
type of method is generally used for fulfilling casual vacancies of unskilled
or semi skilled jobs when there is a rush of work or when some permanent
workers are absent. It is the cheapest method because it does not involve
any cost of even advertisement. This is also known as recruitment at factory
gate.
- Casual Callers / Waiting List : Business enterprises maintain a record of
uncalled applicants in their offices. Such candidates can be called for
fulfilling the vacancies as they arise. This source of recruiting saves a lot of
cost as compared to other sources.

- Campus Recruitment: The organisation collaborates with the educational

institutes and colleges to hire their students for the available job vacancies,
by conducting the recruitment process in the respective college
campus.Educational institutions also serve as a good source of recruitment
as many students or say resources will be available at once under one
roof.It is the best possible method for companies to select students from
various educational institutions. It is easy and economical. The company
officials personally visit various institutes and select students eligible for a
particular post through interviews. Students get a good opportunity to prove
themselves and get selected for a good job.
- Press advertisement: A wide choice for selecting the appropriate
candidate for the post is avail­able through this source. It gives publicity to
the vacant posts and the details about the job in the form of job description
and job specification are made available to public in general. The
organisation advertises the job openings in the newspaper, media,
company’s bulletin, social networking sites (Facebook, LinkedIn, Twitter),
job portals, etc.
- Placement agencies: A databank of candidates is sent to organizations for
their selection purpose and agencies get commission in return.
- Employment exchange: People register themselves with government
employment exchanges with their personal details. According to the needs
 and request of the organization, the candidates are sent for interviews. The
organisation gets itself registered with the employment exchange, i.e. a
government-affiliated agency who have a database of many prospective
candidates. These candidates register with such employment exchanges in
search of better job opportunities.
- Walk in interviews: These interviews are declared by companies on the
specific day and time and conducted for selection. The organisations
without any effort, get random applications when the job seekers submit
their CV. Either by visiting the organisation, posting the letter with CV or
mailing the CV on the company’s mail id.
- E-Recruitment: The organisation uses the web-based software as a source
of recruitment involving electronic screening of candidates, online skill test,
online profile checks and interviews on video-conferencing.Various sites
such as jobs.com, naukri.com, and monster.com are the available electronic
sites on which candidates upload their resume and seek the jobs.
- Outsourcing Consultancies: Some private consultancies are professionally
working to recruit employees on behalf of the organisation. The
organisation hires such consultants on a commission basis to acquire the
desired human resource.
- Professional Associations: Professional associations facilitates the
organisation to fill in the vacant position by advertising it in their journal or
magazines. It also offers job opportunities to the highly educated, skilled or
experienced resources who are experts in their fields and hold a
membership with such associations.

Merits of External Sources of Recruitment

● External recruitment gives a fair chance to the applicants to compete and
secure their position in the organisation.
● It is not a confidential process and ensures transparency.
● Recruiting externally promotes and encourages the intake of new and fresh
talent in the organisation.
● It is widely applicable to vacancies in all type of departments for different
business processes.
● The employees recruited will come up with new and innovative ideas as well
as will know new technology and skills. All this initiates organisational
success
 ● New talents get the opportunity.
● The best selection is possible as a large number of candidates apply for the
job.
● In case of unavailability of suitable candidates within the organization, it is
better to select them from outside sources.

Demerits of External Sources of Recruitment

● The existing employees may feel less valued and defeated and may even quit
their jobs.
● External recruitment is a lengthy process right from identifying the human
resources requirement, to scrutinising of applications.
● It involves enormous cost incurred on the advertisements, employment
exchange, consultancies, etc.
● The employees who are already working in the organisation feel dissatisfied
and demotivated if a senior post is filled up by an outsider.
● The existing employees fear the loss of the job or their replacement on not
fulfilling the performance standards.
● Skilled and ambitious employees may switch the job more frequently.
● It gives a sense of insecurity among the existing candidates.
● It increases the cost as advertisement is to be given through press and
training facilities to be provided for new candidates.
● It can lead to unhappy employees as the existing employees may feel that
they deserved an opportunity for growth.
● It can lead to lack of cooperation between the new hires and the existing
employees.
● It is a lengthy process where the employee needs to appear for many rounds

IMPORTANCE OF RECRUITMENT

1. Determine the present and future requirements of the organization on conjunction

with its personnel planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of
its work force.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
9. Attracting Candidates: Even though recruitment does not ensure the final
onboarding of the candidates in the company but it effectively attracts a large
number of candidates to apply for the vacancies. This gives the candidates a
potential chance for employment and also publicises the organisation among
job-seekers.
10. Facilitates Selection: The selection process is undertaken to keep in mind the
ultimate organisational needs. The candidates have to go through an extensive
process of screening before they are finally selected. Hence recruitment provides a
large option for the selectors to choose fro to cater to the needs of the firm.
11. The Success Rate of Selection: Since the recruitment process is already
comprehensive, it takes present and future job analysis into account and then
recruits candidates. This rules out the presence of under-qualified or over-qualified
candidates reaching the selection process. This, in turn, increases the success rate
of the selection process.
12. Meeting Obligations: Every organisation has legal obligations that it ha to
meet. In addition to that, the social obligations also termed as corporate social
responsibility is a big factor that organisations take care of. By recruiting
candidates and maintaining the workforce composition, these obligations are
successfully met.
13. Transparency: The recruitment process is largely undertaken to maintain
organisational transparency. It is an effective measure by which complete
transparency can be maintained. The transparency does not only cater to the
organisation but also the employees. This means that in the organisation, the HR
manager, field recruiters, clients, all of these entities are completely aware of the
process and possess the same information. In addition to this, a transparent
procedure also ensures that the candidates are aware of the status of their job
application.
 14. Confidence:Since recruitment is a transparent process, it ensures confidence in
the organisation. Since the recruiters, clients and managers are aware and
accountable for the entire recruitment process, all of them have directly or
indirectly contributed to the result and are confident of the choice and satisfied by
it.
15. Avoids Discrimination: A proper and legitimate recruitment process is based
on merit. It is based on job analysis, attracts candidates based on the job
description and screens them based on merit. The parameters for screening are
mentioned at every step and the results depend solely on the merit of the
candidate. This rules out the possibility of any candidate facing discrimination due
to their race, caste, colour or personal connections. Recruitment adds fairness to
the organisational procedure.
16. Job Description: Framing a proper job description is important for any
organisation. In recruitment, the candidates are chosen based on the job
description provided by the company. It is a detrimental factor in recruiting
candidates. Hence recruitment helps in curating a proper job description which
includes all the primary, secondary and tertiary aspects related to the particular job
role.
17. Consistency:An inconsistent system of recruitment is most likely to provide
biased and unstandardised results. To ensure fair judgements and selection of the
right man for the right job, the recruitment process is kept consistent with
standardised measures of screening at every stage.
18. An effective and well-framed recruitment policy will not just hire the right
candidates for the job. It will heighten the reach of the organisation in addition to
generating an eligible pool of candidates. Recruitment has present and future
impacts that facilitate an organization multi-dimensional ways. A proper
recruitment policy shall ensure that the right person is onboarded for the right job
with the company’s commitment in place.

PROCESS OF RECRUITMENT
Step 1 Recruitment planning
Process begins with planning where vacancies are analyzed and the job drafts prepared
include job specifications, nature, skills, qualifications etc.
then no. Of candidates and types of applicants is contacted. Aim is to contact as many as
possible candidates. So that company has sufficient choices.
Step 2 Strategy Development
Next step is to decide the strategy to be followed while recruiting the prospective
candidate in the organisation. Strategies are as follows:

- source of recruitment
- Geographical area
- Method of recruitment

Step 3 Searching
Once the strategy is prepared, search for the candidate begins. It includes 2 steps

- source activation: until and unless manager verifies that vacancy is their search
cannot be started.
- Selling : select media of communications through which information will be
passed on.

Step 4 Screening
The shortlisting of applications of the candidates. It is although the first of selection, but
an integral part of the recruitment process.
PURPOSE : to remove those candidates which seem to be unqualified for the job.

Step 5 Evaluation and control

there is Validity and effectiveness of the process. Crucial as firm as to check the output in
terms of cost.

SELECTION
Selection is the process of selecting individuals with the required qualifications who are
competent to fill vacancies available within the organization. Selection is the process of
selecting individuals with the required qualifications who are competent to fill vacancies
available within the organization.
Selection is the process of choosing the most suitable persons out of all the applicants. In
this process, relevant information about applicants is collected through a series of steps so
as to evaluate their suitability for the job to be filled.
Selection is a process of matching the qualifications of applicants with the job
requirements. It is a process of weeding out unsuitable candidates and finally identifying
the most suitable candidate. Selection divides all the applicants into two categories-(a)
suitable, and (b) unsuitable.
It is a process of picking individuals who have relevant qualifications to fill jobs in an
organization. Selection activities typically follow a standard pattern beginning with an
initial screening interview and conducting with the final employment decision.
To select means to choos, the process of selection involves picking up different
individuals for different jobs.

PROCESS OF SELECTION
Step 1 Preliminary Screening
this enables the manager to eliminate the candidates who don't fill the required
qualifications. It is sorting process in which prospective candidates are given the
necessary information about the nature of job and organization.
Step 2 Application blanks
The candidates who clear the screening are required to fill an application form. it
contains Data records such as age, marital status, experience, etc it should have all the
relevant information.
Step 3 selection test
Different types of selection test are conducted depending upon the job and
organisation.main aim of selection test is to measure certain characteristics like aptitudes,
intelligence, personality etc of the individuals.
Important tests for selection of employees are as follows:

- Intelligence test
- Aptitude tests
- Personality test
- Interest test
- Trade test

Step 4 Employment interview

involves a formal in depth interview conducted by the employer to judge a candidate's
suitability for the job. It involves a formal in depth interview conducted by the employer
to judge a candidate's suitability for the job. In selecting new employees interview is of
major importance for nearly all jobs.
Step 5 physical / medical examination
selected candidate is required to go through a medical examination, before a job is
offered to him. Moreover, a job is offered to him only when he is declared medically fit.
Basically, there are three aims of Medical examination
(a) Physical fitness for the job concerned,
(b) To ensure regularity of the employees.
(c) To check excessive expenditure on the treatment of the employees.
Step 6 reference checks
References' generally of the previous employer, known persons, teachers or university
professors etc along with their names, addresses and telephone numbers are requested by
the employers. This is to verify the information and to obtain more information about a
candidate, if need be.
Step 7 final approval
The final selection of a candidate is made from among those candidates who have
successfully cleared the tests, interview and reference checks. The manager, selects the
candidate, is held partly responsible for subsequent performance of the employee. Job is
offered to the candidate after he passes the above examination. A letter of appointment is
given to the candidate and he confirms his acceptance by signing a copy of same.Contract
of employment is a written contract which contains the following checklist: Job Title,
Duties & Responsibilities, Date of Joining, Allowances, Leave Rules, Work Rules etc.

TOOLS AND TECHNIQUES OF SELECTION

Interviews: Many recruiters conduct telephone interviews as a second-round selection
tool. Telephone interviews are a cost-effective, productive use of a recruiter's time in
deciding which applicants will become viable candidates. This is a two-part selection
tool. The first question a recruiter asks is whether the applicant is still interested in the
position. If the answer is "no," that's the final selection tool and the recruiter eliminates
her from the applicant pool. The second part of this selection tool is the actual interview
wherein the recruiter asks basic questions about work history and experience.
Personality / Psychometric Assessments: Personality assessments are tests administered
to evaluate a candidate’s character and traits. These tend to be most common for
entry-level roles, where skills are trainable, and experience is not required, but
personality and character are more critical.
Skills Testing : these measures a person’s ability to perform a specific job. This involves
muscular movement, control and coordination. Used for selecting employees who have
jobs like packing, testing and inspection.
Aptitude based assessments : measure the latent ability or potential of a candidate to
learn a new job or skill. Defects or intellectual capacity can be detected through the
selection tests. They focus on mechanical, learning abd reasoning skills.
Situational judgement test : present candidates with various scenarios that they might
experience if they’re selected for the specific role they’re applying for. The scenarios are
strategically chosen in collaboration with your recruitment or talent team, to illustrate the
critical incidents that an employee might deal with once hired.
Cognitive Ability Assessment: test the candidate’s mental acuity and ability to learn.
They can include anything from logic tests to pattern recognition and more. They are
common after studies have shown that cognitive ability is one of the top influencing
factors in job performance.
Learning Ability assessment: Learning agility is the ability of an individual to learn,
unlearn, and relearn tasks and skills in an ever-changing digital world. It is becoming
more and more critical as the development of software, technology, and tools accelerates.
These tests assess how capable a candidate is of adapting to changing situations and
learning the skills necessary to succeed without hand-holding.
Past Performance Analysis: the best predictor of future performance is past
performance. Thus, analyzing a candidate through the lens of their previous experience in
related or identical roles helps you determine how well they will perform in your
organization’s similar role. Experience alone is not enough. Performance must be
considered. Additionally, this kind of analysis works best on mid and high-level roles.
Entry-level roles typically don’t require previous experience, so filtering for it can
eliminate good candidates.
Structured Interview : a structured interview uses the same set of questions, the same
structure, the same format for each candidate who reaches the interview stage. This
process is graded objectively using a scorecard for a more scientific and rigorous
evaluation of each candidate
Projective test : in this test a candidate is asked to Project his own interpretation of
certain pictures and figures. These stimuli reflect the values, motives and person.
Interest test : this is conducted to find out likes and dislikes of candidates towards
occupation, hobbies etc Such tests enable the company to provide vocational guidance to
the selected candidates. Tests are used to measure the individual activity preferences.
Work sample test: In this test, a candidate is given a piece of work to judge now
efficiently he does it. For example: a typing test is provided the material to be typed and
notes the time taken.

DIFFERENCE OF RECRUITMENT AND SELECTION

RECRUITMENT SELECTION

An activity of searching for A process of selecting the best

potential candidates and candidates and offering them
encouraging them to apply. the job.

Recruitment is an activity of Selection refers to the process

searching candidates and of selecting the best candidates
encouraging them apply for it. and offering them job

Positive – seeking out an increase Negative – seeking out ways to

in the applicant pool. reduce the applicant pool until
one ideal candidate is
identified.

Inviting more and more Picking up the most suitable

candidates to apply for the candidate and rejecting the
vacant post. rest.

Vacancies are notified by the firm The firm makes applicant pass
through various sources and through various levels like
application form is made submitting form, written test,
 available to the candidate. interview, medical test and so
on.

Involves searching for It involves comparing and

prospective employees and choosing suitable candidate.
stimulating them to apply.

It is said to attract a large It is said to be a negative

number of candidates from which process because it seeks to
choice can be made. eliminate less qualified
candidates to select the most
suitable ones.

It begins when recruits are It begins when recruitment

sought and ends when ends. It follows recruitment.
applications are received. It
precedes selection.

It is the first stage of hiring It is second stage of hiring

To create a pool of candidates To choose the right person for

every job

It is a one way traffic application It is 2 way traffic - the

flow into the organization employer selects the
applicants and the applicants
select the employer.

INDUCTION: induction is an essential function in human resource management that

systematically and formally welcomes fresh employees to the organization. Induction
means introduction of a new employee to the job and the organization. It is the process of
receiving and welcoming an employee when he first joins a company and giving him the
basic information he needs to settle down quickly and happily and start work. It is a
welcoming process to make him feel at home and generate in him a feeling of
belongingness to the organization.
the new comer is explained his duties and responsibilities, company rules, policies and
regulations so as to make him familiar to the organization.

an employee retention program should be able to improve and incentivize the different
aspects of employee engagement in the workplace. Other than paying competitive
salaries, which is a crucial aspect of employee retention, other essential strategies can
help retain top talent in the workplace for a long time.

OBJECTIVES :

● Provide essential information about the organization to new employees

● To develop employee confidence to become productive employees
● Provide a better understanding of the organizations vision, mission, functions, and
other organizational strategies
● To provide facilities to the employees
● To introduce new employees to their managers, team leaders, and subordinates
● To maintain a good relationship with the existing employees.
● To help the new employee to develop a close and cordial relation with the existing
employees.
● To help the new employee overcome his natural shyness and nervousness in
meeting the new people in the organization.
● To give the new employee necessary information such as – location of the
different building, company rules, leave rules, rest periods etc.
● To help the employees know the different facilities and opportunities available in
the organization.

CONTENT OF INDUCTION PROGRAMMES

- Brief history of the company

- company’s organization structure

- product and service of the company

- policies and procedures

- location of the department

- employee facilities

- safety measure

IMPORTANCE OF INDUCTION

- Helps to build confidence about self

- To overcome nervousness/ Helps to overcome natural shyness – It helps
employees to overcome their natural shyness and nervousness in meeting people
working in the organization.
- It helps to increase commitment.
- Helps to develop close and cordial relation – Induction helps new employees to
develop close and cordial relation with present employees
- Helps to build confidence – It helps employees to build confidence and enables
them to be efficient and sincere.
- Enables employees to develop team spirit
- Provides opportunities to express difficulties- It provides employees an
opportunity to express their difficulty and problem relating to work and helps them
to avoid their fear and misconception about their company.
- Helps to maintain good communication – Proper communication can be
maintained between workers and management through induction programme

ORIENTATION : Orientation is a process that aims at helping the new employee to

adjust to his department, position, responsibilities and work culture. Orientation is a more
formal process that occurs after induction and is carried out to help the employees adjust
to their position and the work environment.The orientation process is carried out to assist
the new employees in adjusting to their position, department, responsibilities and the
work environment. This process is more formal in nature and extends over a longer time
period as organizations spend a few weeks or often, even a month on the orientation of
their new employees.

The goal of orientation is to assist the new employee in acclimating to his or her
department, job, duties, and workplace culture.

After induction, the programme becomes increasingly structured. Depending on the

demands of the organisation and the department, the orientation session's length can
range from one to several days. The newbie will learn about his assignments, team
members, numerous procedures and processes, etc., during the orientation session. The
new employee is required to become familiar with the workspace, tools, and duties he
will be performing.

OBEJECTIVE -

● gain employee commitment,

● reduce his or her anxiety,
● helps to understand the organization’s expectations, and
● convey what he or she can expect from the job and the organization.

Difference between INDUCTION AND ORIENTATION

INDUCTION ORIENTATION

Induction is a process A process which involves

takes place to welcome assimilation of new joinee
newcomer to the into the organization to
organization, to make rehabilitate him at the new
them ready for their job. workplace and provided
with basic information
 about the company.

Detailed presentation or Practical overview of the

brochure of the organization.
company's rules,
policies and employee
benefits is provided.

contain information like provide information like the

company overview, new employee’s
organizational hierarchy, assignments, team
policies etc. members, various
procedures, and processes

short duration. It can be longer duration. It can take

completed in a day. 1 to several days depending
on the organizational
requirements.

Introduction of the Integration of the employee

employee with the
organization.

the first process. comes after induction

process is more like a more like a training process

presentation that is where the employees are
made by the employer made to learn about the job.
for the employee, i.e. it It is a two-way process
is a one-way process in where both the manager
which the employer and the employee interact
explains the new with one another and with
recruits about their job. other employees in the
organization.

informal formal
RETENTION

Employee retention is defined as an organization’s ability to prevent employee turnover,

or the number of people who leave their job in a certain period, either voluntarily or
involuntarily. Increasing employee retention has a direct impact on business performance
and success. Retention is defined as the process by which a company ensures that its
employees don’t quit their jobs. Every company and industry has a varying retention rate,
which indicates the percentage of employees who remained with the organization during
a fixed period

BENEFITS :

- cost reduction
- Increased Productivity
- Improved morale of employees
- Experienced employees
- Better customer experience
- Improved employee satisfaction and experience
- Increased revenue
- Stronger corporate culture

RETENTION TECHNIQUES

Foster employee development: This could be training to learn a new job or tuition
reimbursement to help further your employee’s education. Providing ample training and
development opportunities can discourage turnover by keeping employees satisfied and
well-positioned for future growth opportunities.

Effective Leaders: An employee’s relationship with his/her immediate supervisor or

manager is equally important to satisfy the employee. Supervisors need to know how to
motivate their employees and reduce costs while building loyalty in their key people.
Satisfied employees usually will not quit their organization.
Intrinsic rewards : Organizations can also look for intrinsic rewards such as increased
decision-making autonomy, timely feedback, and recognition. Though this is important,
employers often overlook these matters.

A fair performance appraisal: Fair appraisal enhances the sense of belongings of

employees and influences them to remain in the organization.

Wellness offerings: Keeping employees fit — mentally, physically and financially — is

just good business. Many leading employers expanded and improved their wellness
offerings during the pandemic to help employees feel supported and prioritize their
well-being. Stress management programs, retirement planning services and
reimbursement for fitness classes are just some examples of what your business might
consider providing to employees.

Work-life balance

Acknowledgement of milestones, big and small: A final tip for promoting employee
retention is to shine a light on notable achievements. Whether your team finishes ahead
of the deadline on a major project or a worker reaches a five-year work anniversary, seize
the opportunity to mark the milestone together. Even if you need to celebrate virtually, it
can be a meaningful and memorable moment for everyone.

Recognize Employees’ Contributions: Companies should encourage managers to

recognize their direct reports’ work. They can also go further to offer division- or
company-wide recognition of staff who go the extra mile

Improve Organizational Culture: While organizational culture may seem subjective, its
impacts on retention can’t be denied. In fact, company culture is one of the key drivers of
workplace satisfaction.

Prioritize Hybrid and Remote Options: In the “new normal,” remote and hybrid working
is increasingly seen as the norm.Since remote is the new normal, the office will become a
more occasional meeting place.While some roles truly cannot be performed remotely,
employers should work to create remote and hybrid options whenever possible. Options
like requiring core “in-office days” or recurring in-office meetings can provide the
collaborative benefits of a shared workplace without requiring an overly rigid approach.