Job Analysis and Role Analysis

Position : Sr.
HR- Executive
Location : Cochin
Salary : As per Company Norms
Language required: Malayalam
joining: 30 days or Immediate
Responsibilities :
Administer compensation and benefit plans
Assist in talent acquisition and recruitment processes
Conduct employee onboarding and help organize training & development initiatives
Provide support to employees in various HR-related topics such as leaves and compensation and resolve any issues that may arise
Promote HR programs to create an efficient and conflict-free workplace
Assist in development and implementation of human resource policies
Undertake tasks around performance management
Organize quarterly and annual employee performance reviews
Maintain employee files and records in electronic and paper form
Enhance job satisfaction by resolving issues promptly, applying new perks and benefits and organizing team building activities
Requirements :
MBA is mandatory with minimum 2 years experience in FMCG sector
Understanding of general human resources policies and procedures
Outstanding knowledge of MS Office; HRIS systems will be a plus
Excellent communication both in Malayalam and English as well as people skills
Aptitude in problem-solving
Desire to work as a team with a results driven approach
Additional HR training will be a plus
 How many people do we require?
 When do we need them?
 What range of competencies do we require now and in the future?
HRM5
PERSONNEL PLANNING AND RECRUITING
Sushanta Kr. Sarma

WORKFORCE PLANNING - INTRODUCTION
 Workforce (or employment or personnel) planning is the process of deciding what positions
the firm will have to fill, and how to fill them.
 Steps in a workforce planning (example)

 a workforce scan that provides detailed analysis of the client’s current workforce and historical
workforce trends;
 a workforce projection showing projected employment and skill levels given the “status quo”;
 scenario modeling to let the employer compare “what if” scenarios; and
 an external labor scan for analyzing how the external labor market impacts the employer’s
workforce.
WORKFORCE PLANNING AND FORECASTING
 The forecasts involve: personnel needs, the supply of inside candidates, and the likely supply of outside
candidates.
 The basic workforce planning process is to forecast the employer’s demand for labor and supply of labor.
 Next, identify supply-demand gaps and develop action plans to fill the projected gaps.
 Forecasting Personnel Needs :

 Trend analysis means studying variations in the firm’s employment levels over the last few years.
 Ratio analysis, means making forecasts based on the historical ratio between two variables. One example
might include some causal factor (like sales volume) and the number of employees required (such as number
of salespeople).
 A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are
related.
FORECASTING THE SUPPLY
OF INSIDE CANDIDATES
 Manual systems are used primarily for smaller employers. For
example, a personnel inventory and development record form
compiles qualifications information on each employee. It will show
the present performance and promotability for each position’s
potential replacement.
 Personal replacement chart
 Markov analysis involves creating a matrix that shows the

probabilities that employees in a chain of feeder positions for a key
job. “Feeder” positions are those to which a job incumbent may
likely be promoted. For example a junior engineer is a feeder
position for an engineer. An engineer is a feeder position for a senior
engineer who might be promoted to engineering supervisor, and so
forth.
 Talent management philosophy –
 Do we want people in the company to contribute in the long-run or we want to focus on filling vacancies in the
short-run?
 Do we value the ideas and contributions of people with diverse idea and perspective
 Do we see our employees as asset to be managed or employees as investors who choose where to allocate their time
and skills
 What are ethical principle when it comes to our employees?
 Workforce planning should logically culminate in a workforce action plan. This lays out the
employer’s projected workforce demand–supply gaps, as well as staffing plans for filling the
necessary positions.
 Succession planning involves developing workforce plans for the company’s top positions.
 Succession planning is the ongoing process of systematically identifying, assessing, and

developing organizational leadership to enhance performance. It entails three steps: identify
key needs, develop inside candidates, and assess and choose those who will fill the key
positions.
EFFECTIVE RECRUITING
 Recruiting – findings and/or attracting applicants for the employer’s open positions
 Effective recruiting is a challenge for several reasons.

 First, some recruiting methods are superior to others.
 Second, the success you have recruiting depends on non-recruitment issues and policies.
 Third, employment law prescribes what you can and cannot do when recruiting.
 Organising the recruitment

 With respect to the role of the supervisor in recruiting, the HR manager charged with filling an open position
is seldom very familiar with the job itself. Someone has to tell this person what the position really entails,
and what key things to look or watch out for. Only the position’s supervisor can do this.
 Recruiting yield pyramid – historical arithmetic relationship between recruitment leads and invitees, invitees
and interviews, interviews and offers made, and offers made and offers accepted
RECRUITING YIELD PYRAMID
INTERNAL SOURCES OF CANDIDATES
 Job Posting : publicizing the open job to employees (usually by literally posting it on company
intranets or bulletin boards). These postings list the job’s attributes, like qualifications, supervisor,
work schedule, and pay rate
 Filling open positions with internal candidates- advantages and disadvantages
 Rehiring
OUTSIDE CANDIDATES
• Informal Recruiting and the Hidden Job Market

o Job openings aren’t publicized
o Jobs are created and become available when employers come across the right
candidates
OUTSIDE CANDIDATES
 For most employers and for most jobs, Internet-based recruiting is by far the recruiting source of
choice. Most employers find that the Internet is their best choice for recruitment efforts. Social
networking also provides recruiting assistance, especially for mid-level and higher management
positions.
 Advantages – The Web is cost efficient, generating more responses more quickly and providing
exposure for a longer time at less cost.
 Disadvantages – Gathering applications online may exclude more mature applicants and certain
minorities
 Dot-jobs ; Virtual job fairs
 Advertising – While the internet is used a great deal, there are still reasons for using print-based ads.
The best medium (internet, newspaper, etc.) should be selected based on the positions for which you
are recruiting. For example, if you are seeking a highly specialized researcher, then advertising in
the appropriate professional journal is your best bet.
• Attention
• Interest
• Desire
• Action
EMPLOYMENT AGENCIES
 There are three main types of employment agencies:
(1)public agencies operated by federal, state, or local governments;

(2)agencies associated with nonprofit organizations; and
(3)privately owned agencies.
ALTERNATIVE STAFFING
 The benefits of contingency staffing include increases in overall productivity, and time and expenses
saved by not having to recruit, train, and document new employees.
 Some of the major concerns of temporary employees include being treated in a dehumanizing and
discouraging way and worrying about the lack of insurance and pension benefits.
 Understanding the difference between contract workers and employees is very important. Let the temp
agency assume as much responsibility for the temporary employee as possible. This helps to create a clear
line between temps and employees at the worksite.
 Alternative staffing, such as temporary employees, refers to the use of nontraditional recruitment sources.
OUTSIDE CANDIDATES
 Outsourcing means having outside vendors supply services (such as benefits management, market
research, or manufacturing) that the company’s own employees previously did in-house.
 Offshoring means having outside vendors or employees abroad supply services that the company’s
own employees previously did in-house.
 Executive recruiters (also known as headhunters) are special employment agencies employers
retain to seek out top-management talent for their clients.
 Employee referral : A SHRM survey found that of 586 employer respondents, 69% said employee
referral programs are more cost effective than other recruiting practices and 80% specifically said
they are more cost-effective than employment agencies
OUTSIDE CANDIDATES
 On-demand recruiting services (ODRS) are recruiters who are paid by the hour or project, instead
of a percentage fee, to support a specific project.
 For example, when the human resource manager for a biotech firm had to hire several dozen
people with scientific degrees and experience in pharmaceuticals, she used an ODRS firm. A
traditional recruiting firm might charge 20% to 30% of each hire’s salary. The ODRS firm charged
by time, rather than per hire. It handled recruiting and prescreening, and left the client with a short
list of qualified candidates.
 College recruiting—sending an employer’s representatives to college campuses to prescreen

applicants and create an applicant pool from the graduating class—is an important source of
management trainees and professional and technical employees.
 Internship
RECRUITING A DIVERSE WORKFORCE
 Recruiting a diverse workforce isn’t just socially responsible. Given the rapid increase in minority,
older or retired worker, and women candidates, it is a necessity.
 Recruiting women – effective strategy is often top management driven
 Formulating an intelligent program for attracting single parents should begin with understanding the
considerable problems they often encounter in balancing work and family life.
 With the entire population aging, many employers are encouraging retirement-age employees not to
leave. They may also actively recruit employees who are at or beyond retirement age. Sometimes,
there is no substitute for experience.
 Employers can do several things to tap into the huge potential workforce of disabled individuals.
APPLICATION INFORMATION
 Application forms are a good way to quickly collect verifiable and fairly accurate historical data from the job candidate.
 Organizations should request detailed information about each prior employer. This should include the name of the
supervisor, email address and phone number. Such information is essential for reference checking. Also, in signing the
application, the applicant should certify his or her understanding that falsified statements may be cause for dismissal.
 Employers should carefully review their application forms to ensure they comply with equal employment laws. Questions
to review include those asking about:
• dates of graduation
• arrest records
• emergency contacts
• physical disabilities
• marital status
Some firms use application forms to predict which candidates will be successful. They also try to find the relationship
between:
(1)responses on the application form, and
(2)measures of success on the job.

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Position : Sr.

Sushanta Kr. Sarma

 Steps in a workforce planning (example)

 Forecasting Personnel Needs :

 Markov analysis involves creating a matrix that shows the

 Succession planning is the ongoing process of systematically identifying, assessing, and

 Effective recruiting is a challenge for several reasons.

 Organising the recruitment

 Filling open positions with internal candidates- advantages and disadvantages

• Informal Recruiting and the Hidden Job Market

 There are three main types of employment agencies:

(1)public agencies operated by federal, state, or local governments;

 College recruiting—sending an employer’s representatives to college campuses to prescreen

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