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According to Flippo, “Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in an organization.”

 It has been defined as the process of searching for prospective employee and stimulating them to apply for jobs in an organization. Through the process of recruitment a job vacancy is identified and potential employees are notified. The hiring process of every organization is regulated by and subject to the employment law of the country.

Factors affecting Recruitment –

Internal factors-

• Recruitment policy of the organization
• Size of the organization
• Costs involved in recruitment
• Past Practices of the orgainzation
  
• Influence and power of Trade unions
  
• Growth and expansion plans of the organization
  

External factors-

• Nature of Competition for human resources – Supply and demand of specific skills in the market
• Company image
• Political Environment
• Social Environment
• Legal Environment
• Economic Environment

Sources of Recruitment

(1) Transfer and Promotion – Transfer involves shifting of an employee from one job to another or from one department to another, within a substantive change in the responsibilities and the status of the employees. A promotion leads to shifting of an employee to a higher position in the organization carrying higher responsibilities, facilities, status and pay.

(2) Campus Recruitment – Colleges and institutes of management and technology have become a popular source of recruitment for technical, professional and managerial jobs.  Many big organisations visit universities, vocational schools and management institutes to recruit qualified person.

(3) Recommendations of employees – Applicants introduced by present employees, or their friends and relatives may prove to be a good source of recruitment.  Such applicants are likely to be a good employees.

(4) Direct Recruitment – Under the direct recruitment, a notice is placed on the Notice Board of the enterprise specifying the details of the jobs available.  Job seekers assemble outside the premises of the organisations on the specified date and selection is done on the spot.  The practice of direct recruitment is followed usually for casual vacancies of the unskilled or semi-skilled jobs.  Such workers are known as casual or `badli’ workers.

(5) Employment Exchange – Employment exchanges run by the Government are regarded as a good source for recruiting unskilled and skilled workers for daily operative jobs.  In some cases compulsory notification of vacancies to employment exchange is required by law.

(6) Casual Callers – Many reputed business organisations keeps a database of unsolicited applicants in their offices.  Such job-seekers can be a valuable source of manpower.  A list of job seekers can be a valuable source of manpower and can be prepared & screened to fill the vacancies as they arise. The major merit of this source is that it reduces the cost of recruiting workforce in comparison to other sources.

(7) Advertisement – Advertisement in newspaper or trade and professional journals is generally used to recruit employees when a wider choice is required.  Most of the senior positions in an organization are filled by this method.  The advantages of advertising is that more information about the organisation and job can be given in the advertisement.

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Project/Slides/Presentation Transcript

Subject: Human Resource Management

Topic: Job Analysis of a Branch Manager at SBI

Slide 1 – Job Analysis of a branch manager at state bank of India

Slide 2 – Introduction

JOB ANALYSIS

It is the procedure for determining the duties and skill requirements of a job and the type of person who should be employed for it.

JOB SPECIFICATION

A list of job’s human requirements that is the requisite education, skills, personality etc.

JOB DESCRIPTION

A list of job’s duties, responsibilities reporting relationship, working conditions and supervisory responsibilities.

What is studied under Job Analysis?

• Work activities
• Human behaviour
• Machine, tools and equipment used
• Performance standards expected from the employee
• Working conditions in an organizational and social context
• Human requirements i.e., job related knowledge, skills, education and training, experience, aptitude, personality and physical standards

State Bank of India

žState Bank of India is an Indian multinational, public sector banking and financial services company. It is a government-owned corporation with its headquarters in Mumbai, Maharashtra.

žAs of 2014-15, it has assets of INR 20,48,080 crores and more than 17000 branches, including 191 foreign offices spread across 36 countries, making it the largest banking and financial services company in India by assets

žThe Bank is actively involved since 1973 in non-profit activity called Community Services Banking.

žAll State bank branches and administrative offices throughout the country sponsor and participate in large number of welfare activities and social causes.

žState Bank`s commitment to nation-building is complete & comprehensive.

žCurrent Manpower Situation

SBI is one of the largest employers in the country having 222,033 employees as on 31 March 2014, out of which there were 45,132 female employees (20%) and 2,610 (1%) employees with disabilities. On the same date, SBI had 42,744 Schedule Caste (19%) and 17,243 Schedule Tribe (8%) employees. The percentage of Officers, Assistants and Sub-staff was 36%, 46% and 18% respectively on the same date Hiring drive: 1,776 Assistants and 1,394 Officers joined the Bank in FY 2013-14, for expansion of the branch network and to mitigate staff shortage, particularly at rural and semi-urban branches.

Job Description

Organization Name: State Bank of India

Job Title: Branch Manager

Reports to: Assistant General Manager

Supervises: All Departments of the Branch

Functions: Manages and administers operations of the Branch

Duties and Responsibilities

• Plan and direct the branch operations and administer the working of the whole branch office

• Supervise the Human Resource of its own branch department

• Marketing for the bank:
• Achieving the deposit targets
• Advertising new schemes
• Attending meetings
• Meetings deadlines

Slide 10 – Job Analysis of a branch manager

• Manage Customer Relations
• Promote the sales and service culture
• Coordinating with regional headquarters for getting updated with institutional objectives and goals.
• Supervising and Motivating the employees
• Evaluating performance of Employees under his supervision
• Reporting to the Assistant General Manager

Job Specification

• 16 years of education Master`s degree or Equivalent
• Preferred field of Study – MBA Marketing
• At least 5 years of experience in a banking or financial institution with Marketing Experience
• Minimum age limit 25 years

Slide 12 – Job analysis of a Branch Manager

A good manager must posses the following skills:

• Marketing Skills
• Communication Skills
• Observation Skills
• Leadership Skills
• Critical Thinking
• Problem Solving Skills
• Customer Dealing

Job Evaluation of a branch Manager

• Branch Manager is a very important designation to the Organization.
• A Branch Manager is a skilled and experienced worker who is responsible for achieving targets ands objectives related to his/her specific branch.
• He/She Supervises the work of all the departments in the branch
• He/She is also responsible for managing customer relations and public dealings

Slide 15 –

The Job is evaluated through two types of Reports:

• Annual Performance Reports
• Annual Confidential

Comment from the Manager:

All employee are evaluated so that they are satisfied with the Annual Report

In some cases the Employee is asked to write an APR(annual performance report) for his/herself and then the supervisor evaluates the APR.

Slide 16 –

• The Salary Range for a Branch Manager must be from Rs.70,000 – Rs.1,00,000 per month
• Currently the salary of a branch manager we interviewed at SBI is Rs.9,77,000 per year i.e.approx Rs.81,500 monthly

Conclusion

The Main purpose of conducting a job analysis is to prepare a Job description and Job specification which helps to hire the right man with the right skills, at the right place.

• In our Job analysis we found that a branch manager is the leader of the branch.
• Any person working as a branch manager must possess good Leadership Qualities.
• He/She must be confident enough to Lead a Team of 20 or more employees.
• He/She should be a good marketer and a good observer.
• He must be able to tackle difficult situations
• He must be able to formulate and handle contingency plans

Slide 19 – Job analysis of a Branch Manager

• Fair Salary, Compensation and Benefits are provided to a branch manager to keep a proper balance between efficiency and behavioural elements.
• The State Bank focuses on productivity as well as employee needs which helps them to create an effective job design.

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Job designing involves careful analysis of the mental capacity, efficiency and motivation of a worker and the working standards/procedure used by a worker in performance of his/her job.

It involves the study of:

• Skills required to perform a job successfully
• Type, Length and Difficulty of Tasks related to a job
• Degree to which the job impacts other internal and external aspects of the organization
• Degree of freedom/restriction and extent of responsibilities related to a job
• Degree to which job itself explains its objectives and provides satisfaction to the employee.

A careful analysis of these factors is necessary to design a job effectively.

Techniques of Job Design

(1) Job Enlargement – Job Enlargement involves expansion of a job horizontally in an organization. It increases the scope, tasks and duties of an employee related to a job, to provide diversity in operations and encourage people with specialized jobs.

(2) Job Simplification – It involves simplification of a job. In order to do so jobs are divided into smaller and subsequent tasks and assigned to employees as full-time jobs. Breaking down jobs into simple tasks helps employees to learn tasks quickly and enables shorter work cycles which require little to no effort. This allows a company to hire low-skilled and untrained workers at standard rates and helps in replacing employees easily.  

(3) Job Enrichment – It involves provision of opportunities for achievement, recognition, advancement, authority and growth to employees in relation to their job, in order to motivate them to perform better and develop a positive attitude. Employees are subjected to challenging projects and tasks in order to build personal and professional growth and provide job satisfaction to workers.

(4) Job Rotation – It involves movement of an employee from one job to another within the organization. Job rotation relives the employees from monotony and freedom and enhances the versatility of the employee.

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According to Dale Beach, “Discipline regulates (by reward or punishment) the human behaviour in an organization”

According to Garry Desseler, “Discipline is a procedure that corrects or punishes a subordinate because a rule of procedure has been violated”

Management must maintain discipline in a organization in order to achieve higher productivity and growth, improve human and industrial relationships, resolve workplace conflicts, ensure obedience of employees, maintain cooperation among employees, ensure smooth running of the organization and to keep a check on violation of rules and regulations of the organization.

INDISCIPLINE 

It refers to the breach of discipline in an organization. It is an act or conduct which is inappropriate or against the welfare of the organization.

Causes of Indiscipline/Misconduct –

• Violation of rules and regulations of the organization
• Indulging in acts which are detrimental to the organization (thefts, fraud, bribery etc.)
• Immoral or Dishonest conduct
• Causing damage or loss to the organization

Disciplinary Procedure

Disciplinary Procedure is a structured approach to maintain discipline in an organization and to deal with disobedience at work. It involves –

• Presenting verbal and written warnings to employees
• Investigating grievances
• Issues charge sheets
• Handling conflicts
• Punishing employees for misconduct

            Steps of Disciplinary Procedure/ Process of discipline

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According to Stainer, “Human Resource Planning is the strategy for acquisition, movement and preservation of human resources in an organization”

It is basically the process of getting the right number of qualified people into the right job, at the right time so that organizational objectives can be met.

Objectives of Human Resource planning 

• Forecast personnel needs and requirements
• Cope up with changes in market conditions, technology, government regulations
• Using existing manpower efficiently and productively
• To promote employees in a systematic manner
• To maintain a balance between distribution and allocation of employees
• To ensure adequate supply of manpower as and when required
• To assess surplus and shortages in workforce

Process of Human Resource Planning

(1) Environmental Scanning – It involves analysis of the external environment of business to identify issues and opportunities that will influence the organization`s strategic plan. It involves analysis of Economic developments, scanning of the political, legal and technical changes, Competition etc.

(2) Studying Organization`s Objectives and Policies – It involves analysis of the objectives, plans and polices of the organization and understanding the Workforce Factors operating in the organization. The volume of future activity, time horizon, organizational structure, various departmental plans etc. all are taken into consideration while estimating manpower requirements.

(3) Forecasting the Demand for Human Resources – It involves Workforce Analysis, Workload Analysis, Demand forecasting and Job Analysis

(4) Human Resource Supply Forecasts – It involves evaluation of various sources of Supply for the organization. If the organization wishes to hire people from within the organization or its previous employees, the company is said to recruit from Internal Labour Supply. External Labour Supply sources are used by an organization when it wishes to hire people from outside the organization.

(5) Determining Manpower Gaps – It involves determination of Qualitative and Quantitative Gaps in Workforce. The strength and skills of the existing workforce are compared with the forecasted manpower demands of the organization and the number of people to be recruited or made redundant is determined. It forms the basis for formulating HR Plans.

(6) Formulating HR Plans –

It is necessary to formulate plans regarding recruitment, selection, transfer, training, retirement, promotion etc. according to changing needs of the organization. The following plans are prepared by and HR manager –  

Recruitment Plan – It indicates the number and type of people required and when and where they are required.

Redundancy Plan – It indicates redundant employees and plans regarding their retraining or retrenchment.

Redeployment Plan – It indicates plans for transfer and training of existing employees for new jobs.

Training Plan – It indicates the number of trainees requires and the training methods and programmes used to train them.

Productivity Plan – It indicates reasons for employee productivity and plans regarding reduction of employee costs through job redesign, work simplification, incentives etc.

Retention Plan – It indicates the employee turnover ratio and suggests strategies to reduce employee turnover and wastages through better compensation management, changes in work environment and improving in working conditions.

Control Plan – It indicates plans for monitoring surplus or deficiencies in performance of employees and changes in manpower inventory. It also provides solutions to HR problems and future manpower needs of the organization.

Importance of Human Resource Planning:

• Forecasting future demand of human resources in an organization
• To hire the right number of people at the right time at the right place
• Helps to avoid manpower surplus
• Aids in expansion and growth plans
• Helps in setting working standards
• Helps to monitor and measure job performance
• Helps the top management with workforce problems
• Links job seekers to job providers

Problems associated with Human Resource Planning:

• Conflict between ideas
• Inadequate HR information system
• Poor image of company
• Restrictive policies of the government
• Limited budget
• Conservative organizational policies
• Changes in Political and Legal environment
• Conflict between short-term and long-term plans
• Nature of Top management

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According to Beach, “It is any dissatisfaction or feeling of injustice in connection with one`s employment situation that is bought to the notice of the management”

Causes of Grievances –

• Unsatisfactory working conditions
• Unsatisfactory Management policies
• Unsatisfactory Wages and Salaries
• Unfair or Unjust Treatment
• Too much Work Load/Pressure
• Problems relating to Supervision and Work groups
• Superficial personal aspirations

Forms of Grievance –

• Factual Grievance – It arises when a legitimate need of an employee has not been met.
• Imaginary Grievance – It arises when an employee`s grievance is based on a Wrong perception, Wrong assumption or Incorrect Information and is not a legitimate need. It leads to development of a negative attitude towards the organization.
• Disguised Grievance – It arises when an employee is dissatisfied due to reasons unknown to him. These grievances arise when the psychological needs of the employees have not been met.

Grievance Handling Procedure:

1) Identify Grievances – This step involves identification of employee grievances by the management through observation, previous complaints, Open door Policy, Opinion surveys, Interview etc.

2) Define Correctly – After the problem has been identified the next step is to define the problem properly and accurately.

3) Collect Data – It involves collection of information from all the parties concerned.

4) Analyse and Solve – This step includes analysis of all the collected information and development of various alternative solutions to the Grievances through group discussions and brainstorming.

5) Prompt redressal – It involves implementation of the solution selected by the management.

6) Implement and Follow-up – A follow up is necessary to ensure that the grievance has been resolved completely.

Model of Grievance Handling procedure –

These are successive time bound steps suggested by national commission of labour for grievance handling.

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It is also known as payment by results (PBR) as they are paid in lieu of outstanding performance by an employee. An employee is paid an incentive in monetary or non-monetary form on the basis of his individual performance. Incentive vary for individuals at different positions in an organizations hierarchy and for different time periods and situations.

Types of Incentives 

Types of Incentives Schemes 

Individual Incentive Scheme – Under this scheme an Incentive is paid to employees on the basis of their individual performance. E.g. Rowan plan, Halsey plan, Straight piece work, Emerson plan etc.

Group Incentive Scheme – Under this scheme Incentives are paid to all employees on a collective basis i.e. on the basis of group performance. E.g. Priestman production plan, Towne plan, Gain-sharing plan etc.

Enterprise Incentive Scheme – Under this scheme Incentives are paid to all organizational members on the basis of organizational success over a period of time, usually one year. E.g. ESOP, Stock options, Profit-sharing plan etc.

Prerequisites of an Effective Incentive Plan 

• Cooperation of workers must be obtained beforehand
• Performance evaluation must be done scientifically
• Realistic work standards must be set for employees
• Employees must be motivated to give better performance than before
• Employees must be provided with adequate resources to conduct their work effectively
• Indirect workers like Foreman, Supervisors, Clerical, Store keepers must also form a part of an incentive scheme
• Distribution of Incentive must be Just and Equitable
• It must have the ability to attract and retain employees.

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Task – Identifiable work for a specific action

Duties – Sequence of tasks to be performed

Responsibilities – Obligation to perform tasks and duties

According to Edwin B. Flippo, “Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of specific job”

Information Provided by Job analysis –

• Job Identification – Job Title, Code no.
• Characteristics of the job – Location, Physical setting
• What a typical worker does?
• What materials and machines a worker uses?
• How the Job is performed?
• Required personal attributes?
• Job relations – Relation with superior, junior, co-worker, counsellor

Sources of Information for Job Analysis –

• Employees performing the Job
• Supervisors and Managers
• Outside Analysts

Methods of Job Analysis –

• Job Performance
• Personal Observation
• Critical Incidents
• Interview
• Panel of Experts
• Diary/Log Method
• Questionnaire – PAQ – Post Analysis Questionnaire, FJA – Functional Job Analysis, MPDQ – Management Position Description Questionnaire

Process of Job Analysis – 

Uses of Job Analysis –

• Human Resource Planning
• Recruitment, Selection and Placement
• Induction and Orientation
• Job Design and Redesign
• Job Evaluation
• Compensation and Benefits
• Performance Appraisal of Employees
• Training and Development of Employees
• Re-engineering – Combining specialized jobs, Division of responsibility and authority, making work more challenging etc.

Outcomes of Job Analysis 

• Job Description
• Job Specification

Job Description – It is a written statement of what a job holder expected to do, how it is done, under what conditions and why it is done. 

It is a descriptive statement with written record of tasks, duties and responsibilities of a particular job. 

According to M.W. Cuming, “A job description is a broad statement of the purpose, scope, duties and responsibilities of a particular job.”

Information provided by Job description –

• Job Identification – Job Title, Code no., Department
• Job Summary – Primary/Secondary Duties and Tasks to be performed
• Job Activities – List of Duties, Frequency of work, Time involvement
• Relation to Other Jobs – Horizontal and vertical relationships of work and procedures
• Supervision – Type of Supervision – General, Intermediate or Close supervision, Extent of Supervision
• Working Conditions – Heat, Cold, Light, Noise, risk to life and other hazards
• Social Environment – Size of workgroup, Social Interactions

Purpose of Job Description –

• Attract candidates
• Collect job related data
• To understand what is to be done in order to achieve Job objectives
• To understand how job is to be performed
• To understand who will do the job and under what conditions
• To determine the type and extent of supervision the worker will be put under
• To set working standards and safety standards
• To prepare Job specification

Job Specification – It translates the Job Description into terms of human qualities and qualifications which are required for successful performance of a job.

According to Edwin B. Flippo, “A Job Specification is a statement of minimum acceptable human qualities necessary to perform a job properly.”

It includes a summary of attributes required in a person to be chosen for a particular job. These attributes may be divided into three categories –

• Essential Attributes – Skills, Knowledge and Abilities (SKA) a person must possess for successful job performance.
• Desirable Attributes – Attributes a person ought to possess.
• Contra-Indicators – Attributes that will hinder job performance.

They Relate to –

• Physical Characteristics – Physique, Body size, Health, Strength, Height, weight, vision etc.
• Demographic Characteristics – Age, Sex, Education, Experience, Location, Language, Religion etc.
• Psychological Characteristics – Aptitude, Manual dexterity, Mechanical Aptitude, Judgement, Mental concentration, Analytical ability
• Personal Traits – Appearance, Manners, Voice, Emotional Stability, Extroversion, Aggressiveness, Leadership Qualities, Loyalty
• Social Characteristics – Extroversion, Adaptability to human relationships, Cooperativeness, Views towards society
• Responsibilities – Responsibilities of supervision, achieving targets, meeting deadlines, safety of others, discipline

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Selection simply means to choose. It is the process of picking individuals who have relevant qualifications to fill jobs in an organization.

According to Dale Yoder, “Selection is the process in which candidates for employment are divided into two classes those who are to be offered employment and those who are not. Selection means a process by which qualified personnel may be chosen from applicants offering their services to the organization for employment.”

The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates.

Steps in the Selection Process –

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next.

(1) Reception – A company is known by the people it employs. Therefore a company must create a favourable impression at the initial reception stage. The hiring team must extend help towards the new recruit in a friendly way. All employment opportunities must be presented honestly and clearly to all candidates.

(2) Screening Interview – An initial screening interview is done to cut the costs of hiring by letting only suitable candidates go through further selection process. A junior executive screens out applicants against norms such as age, education, experience, pay expectations, aptitude, location choice etc. If the hiring team finds a suitable candidate a prescribed application form is provided to the applicant to fill and submit.

(3) Application Blank – An application blank is a common method to collect information on various aspects of the applicant`s academics, social background, work background, demographics and references.

Contents of an Application Blank –

• Personal Data
• Marital Data
• Physical Data
• Education Data
• Employment Data
• Extra-curricular Activities
• References

(4) Selection Testing – Selection testing is performed to analyse the applicant`s behaviour, performance and aptitude. Tests provide a systematic basis for comparison and selection.

• Intelligence tests – It involves test of mental ability, learning ability, memory, perception, vocabulary of the applicant. E.g. Stanford Benet test, Benet Simon test
• Aptitude test – It checks the applicant`s potential to learn certain skills and checks their ability to perform tasks quickly and efficiently.
• Personality test – It tests motivation, interests, preferences, emotional balance, self-confidence, interpersonal behaviour etc. of the applicant. Eg.PIP(projective, interests and preferences) test
• Achievement test – It involves proficiency test which tests what an applicant can do and work sampling which tests the applicant`s ability to do a small portion of the job.
• Integrity test – It tests the loyalty and honesty of the applicant.
• Simulation tests
• Assessment centre
• Graphology test
• Polygraph test

(5) Selection Interview – It is an oral examination of candidates for employment.

• Types of Interview – Non directive Interview, Directive Interview, Situational Interview, Behavioural Interview, Stress Interview,Panel Interview
• Process of an Interview – Preparation>Reception>Information Exchange>Termination>Evaluation

(6) Medical Examination – Some jobs require physical qualities like clear vision, acute hearing, stamina etc. A medical examination is conducted to check –

• Whether the applicant is medically suitable for the job
• Any health problems that may interfere with the efficiency or future attendance of applicant
• For Bad health, Drug abuse
• That the applicant`s health is in accordance with standards and requirements of the organization

(7) Reference Check – The Applicants previous employer may provide useful and reliable information about the applicant. Therefore the personnel department conducts background checks of the applicant and references provided by them. It may be done through a telephone call or a mail.

(8) Hiring Decision – The line manager makes the final hiring decision. There must be a good understanding between the line manager and the HR department so that the best candidate is selected. The successful candidate is given a job offer followed by an appointment letter.

(9) Placement – After completion of all the formalities the recruit is placed on the job on probationary basis. The probation period may range from two months to two years during which the recruit is observed keenly. After the completion of the probation period the recruit becomes the permanent part of the organization.

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