UNIT - VPERSONNEL MANAGEMENT AND

INDUSTRIAL PSYCHOLOGY

By Nishant

Recruitment and Selection Hiring

Process

Step 1: Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments to align staff skill sets toinitiatives and goals, and for departmental and individual growth. Proper planningand evaluation of the need will lead to hiring the right person for the role andteam.

Newly Created Position

Skill Set Required

Job Position to offer

Job Analysis

Replacement

Level required performing tasks.

Task carried out by the previous employees

Budget

Work Hours

Step 2: Develop Position Description

Identify Duties and Responsibilities

General Information

Position Purpose

Essential Functions

Minimum Requirements

Preferred Qualifications

Step 3: Develop Recruitment Plan

Recruitment plan elements

Posting Period

Placement Goals

Additional Advertising Resources

Diversity Agencies

Resume Banks

Step 4: Select Search Committee

To ensure applicants selected for interview and final consideration are evaluated by morethan one individual to minimize the potential for personal bias, a selection committee isformed.

Step 5: Post Position and Implement Recruitment Plan

Once the position description has been completed, the position can then be posted to theUCR career site via the ATS. Every effort should be made to ensure the accuracy of the jobdescription and posting text. It may not be possible to change elements of a position onceposted, because it may impact the applicant pool.

Step 6: Review Applicants and Develop Short List

Candidates will complete an electronic applicant for each position (resume and cover letter areoptional). Candidates will be considered “Applicants” or “Expressions of Interest”.

It is recommended that all search committee members review all Applicants to ensure morethan one person assesses their qualifications and that individual opinion or biases are avoided.It is permissible to have at least two committee members review all Applicants for certainrecruitments in which there are extensive applicant pools to best narrow down the pool.

Step 7: Conduct Interview

The interview is the single most important step in the selection process. It is the opportunity forthe employer and prospective employee to learn more about each other and validateinformation provided by both.

Step 8: Select Hire

Once the interviews have been completed, the committee will meet to discuss theinterviewees. Committee members will need to assess the extent to which each one met theirselection criteria.

The search committee evaluation tool will be helpful in justifying decisions and making them asobjective as possible.

Reference Check is done in this step.

Step 9: Finalize Recruitment

Upon completion of the recruitment process the offer to the selected finalist is made.

Initiating the Offer

Once a final check of the selection process has been completed and the final applicant has

been determined, the Committee Chair or designee will notify the Departmental HR

Coordinator of the finalist’s name, salary and start date and enter the selection

information into the ATS (A information channel)

Negotiating the Offer

When offering the finalist the position, be sure to discuss the total compensation package

(in addition to salary) such as paid time off and retirement benefits. Be excited and

enthusiastic about the offer and let them know you are excited about them joining your

team.

Countering the Offer

Despite your best offer, there may be instances where the applicant declines

Finalizing the Offer

It is important that each recruitment be properly closed, including the notification of

those interviewed and not selected,

Training and Development

Training and development refers to the practice of providing training, workshops,coaching, mentoring, or other learning opportunities to employees to inspire,challenge, and motivate them to perform the functions of their position to the best oftheir ability and within standards set by local, state, Tribal, Federal and licensingorganization guidelines.

Purpose of Training

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave ormove up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficientlyknowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company'scompetitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training anddeveloping its workers, including:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as theybecome more valuable to the firm and to society. Generally they will receive a greater share ofthe material gains that result from their increased productivity. These factors give them a senseof satisfaction through the achievement of personal and company goals.

Training Process

This whole training process is divided into 5 steps:

NEEDS ANALYSIS

The first step in developing a training program is to identify and assess needs. Employee training needs may already be established in the organization’s strategic, human resources or individual development plans. If you’re building the training program from scratch (without predetermined objectives) you’ll need to conduct training needs assessments.

Set Organizational Training Objectives:

The training needs assessments (organizational, task & individual) will identify any gaps inyour current training initiatives and employee skill sets. These gaps should be analysed andprioritized and turned into the organization’s training objectives. The ultimate goal is tobridge the gap between current and desired performance through the development of atraining program. At the employee level, the training should match the areas ofimprovement discovered through 360 degree evaluations.

Create Training Action Plan:

The next step is to create a comprehensive action plan that includes learning theories, instructionaldesign, content, materials and any other training elements. Resources and training deliverymethods should also be detailed. While developing the program, the level of training andparticipants’ learning styles need to also be considered. Many companies pilot their initiatives andgather feedback to make adjustments before launching the program company-wide.

Implement Training Initiatives:

The implementation phase is where the training program comes to life. Organizations need todecide whether training will be delivered in-house or externally coordinated. Programimplementation includes the scheduling of training activities and organization of any relatedresources (facilities, equipment, etc.). The training program is then officially launched, promotedand conducted. During training, participant progress should be monitored to ensure that theprogram is effective.

Evaluate & Revise Training:

As mentioned in the last segment, the training program should be continually monitored. At theend, the entire program should be evaluated to determine if it was successful and met trainingobjectives. Feedback should be obtained from all stakeholders to determine program andinstructor effectiveness and also knowledge or skill acquisition. Analysing this feedback will allowthe organization to identify any weaknesses in the program. At this point, the training program oraction plan can be revised if objectives or expectations are not being met.

Training Methods

On-the job training

is delivered to employees while they perform their regular jobs. In this way, they

do not lose time while they are learning. After a plan is developed for what should

be taught, employees should be informed of the details. A timetable should be

established with periodic evaluations to inform employees about their progress.

On-the-job techniques include orientations, job instruction training,

apprenticeships, internships and assistantships, job rotation and coaching.

Off-the job technique

include lectures, special study, films, television conferences or discussions, case

studies, role playing, simulation, programmed instruction and laboratory training.

Most of these techniques can be used by small businesses although, some may be

too costly.

Job Evaluation

Systematic way of determining the value or worth of a job in relation to other

jobs in an organization.

It tries to make a systematic comparison between jobs to assess their relative

worth for the purpose of establishing a rational pay structure.

Objective of Job

Evaluation

Job Analysis

Job Evaluation Program

Wage Survey

Employee Classification

Job Description Job Classification

Objectives of Job Evaluation

To secure and maintain complete, accurate and impersonal description of

each distinct job or occupation in the entire plant.

To provide standard procedure for determining the relative worth of each job

in an organization.

To determine the rate of pay with relation to other jobs pay structure.

Job Evaluation Procedure

Preparation of Job description

Selection and preparation of a job evaluation plan

Manual evaluation and classification of the jobs

Installation of the job evaluation program

Maintenance of the program

Methods of Job Evaluation

The Ranking Method

Job Grading

Point Method

The Factor Comparison Method

Nature of Industrial Relations

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and

‘Relations’. “Industry” refers to “any productive activity in which an

individual (or a group of individuals) is (are) engaged”. By “relations” we

mean “the relationships that exist within the industry between the employer

and his workmen.” The term industrial relations explains the relationship

between employees and management which stem directly or indirectly from

union-employer relationship.

THANKS