Recruitment &

Placement

1
 Main Agenda
• Main introduction
• The Learning Journey
• Ice Breaker
• Expectations
• Main Objectives
• Main Topics
• Road map
• Training Session Norms/House Rules
• Methodology
• References 2
 Main Introduction

Getting the right person for the right job

involves the process of developing,
implementing and evaluating sourcing,
recruitment, hiring, orientation, retention
succession planning, and organizational exit
programs necessary to ensure that the
workforce will meet the organization’s goals
and objectives.

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 Main Introduction (cont.)

The primary concern of HR management is

staffing qualified employees who have the
skills to fulfill the organization’s needs.
In doing so, HR professionals must consider
both short and long-term needs of the
organization so that staffing requirements can
be anticipated, planned-for and fulfilled in a
timely manner.

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 The Learning Journey
70

60
70%
50

40

30
20%
20

10
10%

0
Education Exposure Experience
 Let’s Get to Know One Another
Ice Breaker

• Name:
• Occupation:
• Industry/business sector:
• Years of experience:

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 Expectations

Your Expectations……..
My Expectations……..

?
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 Main Objectives

By the end of this module, YOU shall be able to:

•Conduct an Effective Job Analysis
•Establish hiring criteria based on job descriptions
and Job competencies
•Identify internal & external recruitment sources
•Develop & implement all selection procedures
• Achieve effective Manpower Planning to achieve
organizations’ goals and objectives

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 Main Topics

1. Job Analysis
2. Job Descriptions/Job Competencies
3. Personnel Planning & Recruitment
4. Selection and Interviews
5. Recruitment Ethics/Organizational Exit

9
 Session Norms & House Rules

• Review of Objectives
• Group Exercises
• Quiz
• English…Ask
• Punctuality
• Attendance
• Mobile Phones
 Remember!

• Don’t assume, ask to remove all doubts

• A bad question is the one you never asked
• Connect learning to real situations
• Submit your assignments on due dates to
achieve maximum learning &avoid backlog.
• Study with passion !

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 Methodology
• Research based
• Interactive instructor led
• Transfer of knowledge techniques:
– Presentations
– Case study
– Demonstrations
– Reading

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 Course Textbook & other
Reading Materials
Textbook: Customized HR Book
Handouts
Articles
PowerPoint Slides

4–13
 Methodology (cont.)
Participants post module evaluation will be:
A 92% and above
30% Assignments Excellent
A - 88% - 91%
10% Role play B+ 85% - 87%
V. Good
10% Participation B 80% - 84%

50% Final exam B- 77% - 79%

Good
____ C+ 75% - 76%

100% Total Pass C 70% - 74%

Fail F < 70%

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References

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References (cont.)

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References (cont.)

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References (cont.)

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References (cont.)

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 End of

Main Introduction

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Recruitment &
Placement
Topic 1
Job Analysis

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 Road Map

Main Introduction
Session 1
1. Job Analysis
Session 2 2. Job Description/Competencies
Session 3 3. Personnel Planning
Session 4 4. Recruitment
Session 5 5. Selection (Part 1)
Session 6 6. Selection ( Part 2)
Recruitment Ethics and Laws
Session 7 7. 22
Induction/Organizational Exit
 Introduction

The success of any organization depends on

the performance of its employees.
All the jobs in an organization must interrelate
to accomplish the organization’s mission,
goals and objectives.
Job analysis is often used to gather
information for use in personnel selection,
training, classification, and compensation.

23
 Objectives
By the end of this topic, participants will be able to:
•Define Job Analysis and its elements.
•Identify the process, uses of Job analysis &
its significance.
•Identify Job Descriptors (Types of information
gathered).
•Identify Methods for gathering Job Analysis
Information.
•Conduct an effective Job Analysis including
Developing a Job Description and a Job
Specification based on DTRs and KSAs.

24
 Topics

2. Job Analysis
2.1 Job Analysis Definition
2.2 Elements of a Job Analysis
2.3 Uses Of Job Analysis
2.4 Job Analysis :The Process ( Steps in doing a
Job Analysis)
2.5 Types of Information Gathered for a Job
Analysis
2.6 Methods of Gathering Information
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 2.1 Job Analysis
The Definition

• Job Analysis is a Structured approach

that identifies the Job’s duties and
responsibilities as well as the skills and
competencies needed to perform the job
 2.2 Elements of Job Analysis
• Duties, Tasks, And Responsibilities (DTR) :

The Major responsibilities and duties of the job

• Knowledge, Skills and Abilities ( KSA):

Qualifications, experience, and skills of the Job

Holder needed to perform the Job
 2.3 Job Analysis (cont.)
• Job Analysis uses:
Career path & Organizational
succession planning design

Recruitment and Setting performance

Selection standards

Job Analysis

Compensation and Performance

Benefits appraisals

Training Goal setting

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 Modules Links
Summary of Uses of Job Analysis Information

11–29
 The Nature of Job Analysis
• Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
• Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
• Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
4–30
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
 Q. Explain how you would conduct a job
analysis?

Steps in Job Analysis

© 2005 Prentice Hall 4–31

Inc. All rights reserved.
 Steps in Job Analysis
Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–32
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
 Steps in Job Analysis
Step 1: Decide how you’ll use the information.
This will determine the data you collect and how you collect them:

Interviewing and questionnaire  provide qualitative information

which is good for writing job descriptions and selecting employees
for the job.

Position analysis questionnaire (PAQ) provides quantitative

(numerical) information which is useful to compare jobs for
compensation purposes.

4–33
 Steps in Job Analysis

Step 2: Review relevant background

Review relevant background information such as organization
charts, process charts and previous job descriptions.

Review
Relevant Background

Organizational Process Previous Job

Charts Charts Descriptions

4–34
 Charting the Organization
• Organization chart
– A chart that shows the organization-wide
distribution of work, with titles of each position
and interconnecting lines that show who reports
to and communicates to whom.
• Process chart
– A work flow chart that shows the flow of inputs
to and outputs from a particular job.

4–35
 FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

4–36
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
An Example of a Process Chart for Analyzing a
Job’s Workflow
Information Components
Input from Input from
Plant Managers Suppliers

Job Under
Study—
Inventory Control
Clerk

Information Product quality

Output to Output to
Plant Managers Plant Managers

4–37
 Steps in Job Analysis

Step 3: Select representative positions.

Why?

Because there may be too many similar jobs to analyze. For

example, it is usually unnecessary to analyze the jobs of 200
assembly workers when a sample of 10 jobs will do.

4–38
 Steps in Job Analysis
Step 4: Actually analyze the job.

By collecting data on job activities, required employee

behaviors, working conditions, and human traits and abilities
needed to perform the job.

4–39
 Steps in Job Analysis
Step 5: Verify the job analysis information.
With the worker performing the job and with his or her
immediate supervisor.

This will help confirm that the information is factually correct

and complete.

This review can also help gain the employee’s acceptance of the
job analysis data and conclusions, by giving that person a chance
to review and modify your description of the job activities.

4–40
 Steps in Job Analysis

Step 6: Develop a job description and job

specification.

Job description  describes the activities and responsibilities of the

job, as well as its important features, such as working conditions
and safety hazards.

Job specification  summarizes the personal qualities, traits, skills,

and background required for getting the job done; it may be in a
separate document or in the same document as the job description.

4–41
4–42
 Job Analysis
Job Analysis Information

Job Descriptors:
( Types of information needed for an effective and complete
Job Analysis)
•Job Context (A summary)
•Activities
•Responsibilities
•Qualifications Needed to perform the Job
•Human Behaviors
•Relationship with other jobs( Organizational Charts and
Process Charts).
•Performance Standards
•Machines,tools, equipment and work aids.
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 Job Analysis (cont.)
Tips:
• Obtain information directly from the job holder (additional
input from managers, subordinates)
• Collect data from multiple job holders
• Select a technique that allows information to be obtained,
summarized and processed.
• Select a technique that is easy to update with having to
repeat the entire process.

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 Job Analysis (cont.)
To Put it in other words…..The Factors to
consider during job analysis:
• Job context (the purpose of the job, its work environment,
its place in the organizational structure)
• Job content (the duties and responsibilities of people who
hold the job)
• Job specifications and qualifications (knowledge, skills and
abilities required for a person to perform the job)
• Performance criteria (desired behaviors and results that
will constitute performance in the job)

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 Assignment One

Prepare a Job Analysis for an

HR Specialist

Use the Task sheet provided and you may

select the specialty.
To Be Continued ……..
Stay Tuned……
Topic 1
Job Analysis

47
4–48
Methods of Collecting Job Analysis
Information
 1. Qualitative methods
– The interview (Employees, Line Managers)
– Job Shadowing/On-site Observation
– Questionnaire
– Participant diary/logs
– Internet Searches
 2. Quantitative techniques
– Position Analysis Questionnaire (PAQ)
– The U.S. Department of Labor (DOL) approach
– Functional Job Analysis 4–49
 Qualitative
Job Analysis Information

Qualitative Methods for Collecting Job Analysis Info.

Interviews Questionnaires Observations Diaries/Logs

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–50

 Job Analysis
Several methods are used in analyzing jobs:

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 Group Exercise

Pros and Cons of Different Methods:

As a Group, please identify one advantage and one
disadvantage for each of the following Qualitative
Methods:
-Interviewing Employees and Line Managers
-On-Site Observation and Job Shadowing
-Questionnaires
-Participant Diaries and Logs
Please use the Task sheet provided.
 Quantitative Job Analysis
Techniques
Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–53

 Quantitative Job Analysis
Techniques
• The position analysis questionnaire (PAQ)
– The most popular Quantitative Job Analysis
tool.
– A questionnaire used to collect quantifiable
data concerning the duties and responsibilities
of various jobs.
– It contains 194 items “e.g written materials” the
job analyst decides if each item plays a role in
the job and if so, to what extent.
4–54
Sample Position Analysis Questionnaire (PAQ)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–55

Quantitative Job Analysis Techniques
 Advantages of PAQ
– It provides a quantitative score or profile of any
job in terms of five basic activities:
1. Having decision-making / communication /
social responsibility
2. Performing skilled activities.
3. Being physically active.
4. Operating vehicles / equipments.
5. Processing information.
– Used to compare jobs and assign pay levels for
each.
4–56
U.S. Department of Labor Procedure
 The Department of Labor (DOL) procedure
– A standardized method by which different jobs can
be quantitatively rated, classified, and compared.
- Three categories which
determine the basic
Functions of the job.

 Data examples
 People example
 Things examples

4–57
TABLE 4–1 Basic Department of Labor Worker Functions

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–58

 Sample
Report
Based on
Departme
nt of
Labor Job
Analysis
Techniqu
e

Figure 4–6
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–59
Functional Job Analysis

 Differs from Department of Labor

technique in two ways:
 Seven scales to describe what workers do
in jobs:
(5) Reasoning
(1) Things (6) Math
(2) Data (7) Language
(3) People
(4) Worker Instructions
 Identifies performance standards and
training requirements.
4–60
 Summary of Uses of Job Analysis
Information

Chapter 5 , 6 & 7 Chapter 9 Chapter 11 Chapter 8

Figure 4–1
4–61
 A Question ?
“ Job analysis plays a big role
in Equal Employment
Opportunity compliance.”

How Does it do that ?

 Road Map

Main Introduction
Session 1
1. Job Analysis
Session 2 2. Job Description/Competencies
Session 3 3. Personnel Planning
Session 4 4. Recruitment
Session 5 5. Selection (Part 1)
Session 6 6. Selection ( Part 2)
Recruitment Ethics and Laws
Session 7 7. 63
Induction/Organizational Exit
 Topics

2. Job Descriptions /Competencies

2.1 Writing Job Descriptions.
2.2 Elements (Sections) of a Job Description.
2.3 Writing Job Specifications.
2.4 Job Analysis in a Worker-empowered World
2.5 Competency-based Analysis.

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4–65
 Definition of a Job Description

A written statement of what the worker

actually does, how he or she does it, and
what the job’s working conditions are.

4–66
 The Job Description
• Responsibilities and Duties
• Job Identification
– Major responsibilities and
– Job title duties-essential functions/DTR
– Preparation date – Decision-making authority
– Preparer – Direct supervision
• Job Summary – Budgetary limitations
– General nature of the job • Standards of Performance
– Major functions/activities and Working Conditions
• Relationships(organiz- -- What it takes to do the job
ational charts) successfully, “I will be completely
– Reports to: - Supervises: satisfied with your work if…..”
– Works with: -- Schedule (working hours),
Location, Hazards, Work
– Outside the company: Aids/tools

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–67

 Writing Job Descriptions
Job
identification

Job Job
specifications summary

Elements of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the Job holder

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–68

Example:Relationships Statement for
Human Resource Director
Vice President
Employee Relations Works with
Works with all employment
department agencies,
Human Resource
managers and recruiters, union
Director
executive reps, state and
management federal agencies,
Department Human Resource
vendors
Secretary Clerk

Test Labor Relations

Administrator Manager

4–69
Sample
Job
Descripti
on,
Pearson
Educatio
n

Source: Courtesy of HR Department,

Pearson Education.

Figure 4–7a
4–70
Sample
Job
Descripti
on,
Pearson
Educatio
n
Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
4–71
4–72
 Writing Job Specifications
The Job Specification:
Knowledge , Skills and Abilities:
a) Experience
b) Knowledge
c) Work-based Competencies (What does the
Job- Holder need to do ?)
d) Behavioral Competencies( e.g. Teamwork,
Personal drive, Ability to work alone, Under
Pressure,…etc.)
e) Special Demands of the job (e.g. unusual
hours, travel, Physical conditions..etc.) 4–73
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–74
 Writing Job Specifications (cont’d)
Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job descriptions
(e.g., www.jobdescription.com)
– O*NET online
Specifications Based on Statistical
Analysis
– Attempts to determine statistically the relationship
between a predictor or human trait (as height or
intelligence) and an indicator or criterion of job
effectiveness (as performance)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–75
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–76
 Group Exercise

• Create a a clear and accurate Job

Description for an HR Specialist job, using
the job analysis information you gathered
earlier.
• Use the Template provided on the Task
sheet.
• Each group will present their Job
Description to the class.
 Job Analysis in a Worker-
Empowered World
• A Dramatic Change : The Evolution of a
job from a narrow list of duties to an ever-
changing team-based self-managing job.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–78

 Job Analysis in a Worker-
Empowered World
Job Design:
From Specialized
to Enriched Jobs

Job Job Job

Enlargement Rotation Enrichment

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–79

 From Specialized to Enlarged Jobs
• Job Enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
• Job Enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.

4–80
 From Specialized to Enlarged Jobs
(cont’d)
• Job Rotation

– Moving a trainee from department to department

to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
– Systematically moving workers from one job to
another to enhance work team performance.

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 A Case Study
What Job Enlargement, Job Enrichment,
and Job Rotation achieved !
Competency-Based Job Analysis
 Competencies
– Demonstrable characteristics of a person that
enable performance of a job.
 Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.
– Traditional job analysis focuses on “what” are the
job duties and responsibilities whereas competency
- based job analysis is more worker focused ie.
focuses on “how” the worker meets the job
objectives.

4–83
Why Use Competency Analysis?
 To support HPWS
– Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-
performance work system is the goal.
 Maintain a strategic focus
– Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
 Measuring performance
– Measurable skills, knowledge, and competencies
are the heart of any company’s performance
management process.
4–84
Performance Management
 Performance management
– Managing all elements of the organizational
process that affect how well employees perform.

Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific
types of jobs and/or occupations.

4–85
A Brainstorm Session
Identify the Core Competencies of a :

 A Customer Service Agent –Call Center

 A Sales Manager - Travel Agency

 Human Resources Director- Multi-National

Petroleum Company
( Using Common Sense)
Please read Carefully:

 The Job Analysis Interview Handout

Which includes tips and questions to be asked.
 Questionnaire Samples in HR Management-
Gary Dessler ‘s TextBook ( fig 4-3, fig 4-5 )
 The Core Competencies Handout
Which includes general competencies and their
indicators for different job grades.
 Assignment Two

Who is the Right Person for the Job,

Jane, Matthew, or Laura?
End of Session 2
Thank YOU
4–89