Powermat, Inc. Cases (Recruitment) Essay

Powermat, Inc. has encountered difficulty over the last few days in pickax its middle- circumspection positions. The corporation, which publicufactures and sells complex machinery, is organised into six semi-autonomous manufacturing departments. Top management believes that it is requisite for these depart cordial managers to complete the product lines and the manufacturing process, because galore(postnominal) managerial lasts mustiness(prenominal) be make at that aim. on that contingentfore, the order origin wholly(a)y recruited employees from within. However, they soon found that employees elevated to the middle-management take aim often lack the acquirements necessary to discharge their new duties. A close then was do to recruit from step forwardside, particularly from educational institutes with good industrial management programmes. Through the services of a professional recruiter, the company was provided with a pool of well measure up management graduates. Some of them were hired and displace in lower management positions as preparation for advancement to the middle-management pargonntages. They all left the company, however, within two years of their enlisting. Management reverted to its runer constitution of promoting employees from within and experienced basically the equal government issues as before. Faced with the threatening retirement of employees in several key middle management positions, the company decided d to call in a consultant who could indicate solutions.Discussion Questions1. What is the hassle of recruiting in this company?2. If you were the consultant, what would you recommend?HRM Planning and Staffing2.1 entryHuman resource course of studyning and staffing is one of the toughest task, an brass section has before it. Selecting the nonetheless out man for the right phone line at the right fourth dimension is principal(prenominal) task of the HR department. The main task is to ensure that the staf f of the makeup does not leave the dust of rules andensure that they be satisfied and that the trifle of the cheek is not affected by the absence of the employee and so on.2.2 Objectives after(prenominal) reading this chapter, the student will belowstand the process and paradoxs of HR Planning, course analysis, its process, gambol comment, etcetera2.2 Process and Problems of Human Resource Planning.HRP Process order Objectives & Strategic PlansPMarket Forecast Production Objectives/Process jacket/Financial Plans PlansHASETime position (Short/Long Term) 1Human Resources Demand ForecastN proceedsOR CategoryMS SkillsAction Plans recruitmentRe tuitionRedundancyProductivityRetentionMonitoring and ControlFactors bear on HRPType and strategy of make-upOrganizational growth cycles and planning purlieual uncertaintiesTime horizonsType and quality of foretelling tuitionNature of occupancys mental home selected andOff-loading the give outType and strategy of organizat ionThe character rebootence of organization is an important consideration because it determines the production processes involved, number and type of staff needed, and the supervisory and managerial violence need. Manufacturing organizations ar more complex in this discover than those that render services. The strategical plan of the organization subtends the organizations HR postulate. E.g. A Strategy of internal growth means that additional employees must be hired. Acquisitions or mergers, on the an different(prenominal)(a) hand, probably mean that the organization will need to plan for layoffs, since mergers tend to create, duplicate or coincide positions that sight be handled more efficiently with fewer employees. Primarily, the organization decides all to be proactive or reactive in HRP. It can every decide to c arfully anticipate the needs and systematically plan them to fill them in advance, or it can evidently react to needs as they swot. The above diagram su mmaries the 5 choices faced by the organizations in strategic HRP. An organization will often tend to be to the left or right on some and to the right on the other(a), although there could be exceptions. A company could be at one end of the natural on some plan characteristics and at the other end on other.B. Organization Growth Cycle and PlanningThe arcdegree of an organizations growth can score considerable influence on HRP. humbled organizations in the embryonic stage whitethorn not have force out planning. Need for planning is felt when the organization enters the growth stage. HR forecasting be gravels essential. cozy articulatement of people as well begins to receive attention in order to keep up with the growth. A mature organization experiences slight flexibility and variability. Growth slows d sustain. The bestowforce becomes old as few young people atomic number 18 hired. Planning becomes more formalized and less waxy and innovative. Issues like retirement an d possible retrenchment dominate planning. Finally, in the declining stage, HRP takes a different focus. Planning is done for layoff, retrenchment and retirement. Since determinations be often made after serious financial and sales shocks argon experienced by the organization, planning is often reactive in character.C. Environmental UncertaintiesHR managers rarely have the privilege of operational in a stable and foreseeable environment. Political, social and economic changes affect all organizations. Personnel planners plentifulness with environmental uncertainties by carefully formulating recruitment, selection and training and development policies and programmes. Balancing mechanisms are built into the HRM programme through succession planning, promotion channels, layoffs, flexitime, mull sharing, retirement, VRS and other force out related to arrangements.D. Time HorizonsSince there are long and utterly term plans spanning from six months to twenty years, the exact ti me span depends on the degree of uncertainty prevailing in an organizations environment. Plans for companies operating in an unstable environment, computers for example, must be for a pithy period. Plans for others where environment is fairly stable, for example a university plan, whitethornbe long-term. In general, the greater the uncertainty, the shorter the plans time horizon and vice-versa.E. Type and Quality of InformationThe discipline apply to forecast personnel needs originates form a camp of sources. A major issue in personnel planning is the type of discipline which should be utilise in making forecasts. Closely related to the type of breeding is the quality of info used. The quality and accuracy of culture depend upon the clarity with which the organizational decision makers have defined their strategy, organizational structure, budgets, production schedules and so on. In addition, the HR department must find well-developed patronage-analysis information and HR information systems that provide accurate and timely data. broadly speaking, organizations operating in stable environments are in a best(p) position to obtain comprehensive, timely and accurate information because of longer planning horizons, clearer definitions of strategy and objectives, and fewer disruptions.F. Nature of communication channels universe filledPersonnel planners must consider the nature of channels being filled in the organization. Job vacancies arise because of separations, promotions and expansion strategies. It is easy to employ shop-floor stimulateers, just now a lot of sourcing is necessary for hiring managerial personnel. It is, therefore, necessary for the personnel department to anticipate vacancies, as remote in advance as possible, to provide able lead time to ensure that suitable candidates are recruited.G. OutsourcingSeveral organizations outsource part of their solve to outside parties any in the form of sub-contracting or ancillarisati on. Outsourcing is a rhythmic feature both in private and public sectors. Most organizations have surplus labour and they do not want to worsen the problem by hiring more people. Hence, the need for off-loading.Competence depth psychology.Every person in the organization need not have all the competence to do the desired work. The HR department identifies the competence of the individual employee and maps the same with the farm outs in the organization. If an employee is capable of doing a particular wrinkle, to increase his dexterity, the HR department gives training to improve his competence in doing that antic more skillfully and even more effectively and efficiently.Job outline and DesignJob Analysis is the process by which data, with regard to all(prenominal) job, is systematically observed and noted. It provides information about the nature of the job and the characteristics or qualifications that are desirable in the job holder. Job analysis provides precisely what the duties, responsibilities, working environment and other requirements of a job are and to present these in a clear, elliptic and systematic wayJob Analysis study attempts to provide information in seven basic areasJob Identification or its title, including the decree number, if any. Distinctive or significant characteristics of the job, its location setting, supervision, union jurisdiction and hazards and discomforts, if any. What the distinctive worker does special operations and tasks that make up the assignment and their sexual intercourse timing and importance the simplicity, the routine or complexity of tasks, responsibility for others, for property, or for funds. What materials and equipment the worker uses Metals, plastics, grain, yarns and lathes, milling machines, electronic ignition testers, corn huskers, punch presses and micrometers are illustrative. How the job is performed the emphasis here is on the nature of operations and may specify such operations as handling , feeding, removing, drilling, driving, setting up and many others. Required personnel attributes Experience, training apprenticeship, physical strength, coordination or dexterity, physical demands, mental capabilities, readinesss, and social skills are some attributes. The conditions under which the work is performed Working conditions and work environments is a major contributing factor in theperformance of the job, and the contentment of the employee.Job Analysis ProcessTo be meaningful and useful for personnel related decision-making, job analysis must be carried more at frequent intervals. Jobs in the past were considered to be static and were designed on the seat that they would not change. People working on these jobs were different, the jobs remained unchanged. For higher efficiency and productivity, jobs must change according to the employees who carry them out. Some of the major pictureings direct such changes are Technological Change The pace of change in technolog y necessitates changes in the nature of job as well as the skills required. E.g. Word processing has drastically changed the nature of secretarial jobs. Union-Management Agreements The agreements entered among management and the union can bring about change in the nature of job, duties and responsibilities. For example, under employees participation scheme, the workers are encouraged to accept wider responsibilities. People all(prenominal) employee brings with him his sustain strengths and weaknesses, his own style of handling a job and his own aptitude.Steps in Job Analysis ProcessOrganization Analysis The first step is to get an overall view of various jobs in the organization with a view to examine the linkages between jobs and the organizational objectives, inter affinitys among the jobs and the percentage of various jobs towards achieving organizational efficiency and effectiveness. The organization chart and the work course or process charts constitute an important source of information for the purpose. uptake of Job Analysis Information Depending on organizational priorities and constraints, it is desirable to develop clarity regarding the possible uses of the information pertaining to job analysis. It is important to focus on a few priority activities in which the job analysis information could be used. Selection of Jobs for Analysis Carrying out job analysis is a time-consuming and approachly process. It is therefore, desirable to select a representative taste of jobs for purposes of analysisCollection of DataData will be peaceful on the characteristics of the job, the required behaviour and personal attributes needed to do the job effectively. Several techniques for job analysis are available. Care needs to be interpreted to use only such techniques, which are acceptable and authorized in the existing situation within the organization. Preparation of Job definition The information collected in the previous step is used in preparing the job definition for the job highlighting major tasks, duties and responsibilities for effective job performance Preparation of Job Specification Likewise, the information gathered in the Collection of Data is also used to fixate the job stipulation for a job highlighting the personal attributes in terms of education, training, aptitude and experience to fulfill the job exposition. Job Analysis thus carried out provides basic inputs to the design of jobs so that it is able to meet the requirements of both the organization (in terms of efficiency and productivity) as well as the employees (in terms of job satisfaction and fulfillment).Developing appropriate job design is then the issuance of the job analysis process. melody DESCRIPTIONData collected for job analysis provides the prat for preparing job description. It refers to the job contents and the expectations that an organization has from its employees. Job descriptions usually outline the minimal requirements of jobs for many reasons First, despite all the attempts, a perfect and fully inclusive job description is not possible. In fact, as one moves up in the hierarchy of an organization, a detailed job description becomes very difficult. Secondly, most organizations would prefer not to severalize the job fully, if it is possible, because employees would then stick to what has been specifyd and would not do anything beyond it. Thirdly, if a job were fully reportd, supervision would automatically be taken care of by the duties performed, making some of the duties of the supervisory staff redundant. Fourthly, technology is hanging fast and hence the nature of job is also changing. Unless an organization continuously updates the job description, it would be difficult to monitorthe performance of the employees. program OF JOB DESCRIPTIONA primary output or result of job analysis is job description. Information obtained by job analysis is shifted and recorded concisely, clear and fully in the job descrip tion. The job description must assemble all the important elements of a job, such as essential tasks, responsibilities, qualifications required and the useable relation of the job to other jobs. There is no universally accepted standard format for job descriptions for the reason that the form and structure of the job descriptions must depend on the large-minded of work being analyzed and the job rating plan being used. For example, if the job evaluation form comprises factors such as physical and knowing effort, experience, skills, and responsibilities and working conditions, it follows that job description should be structured to reflect these factors so as to facilitate factor by factor comparison and evaluation of the jobs. With non- analytical methods, job description may be more elastic and simpler but most specify the title of the job and its position in the organization, summarizes the tasks performed and list the skills and abilities required. It is helpful to follow t he following guidelines when writing a job descriptionI. Always be accurate about what is expressed.Omit expressions which are attributes- such as uninteresting, distasteful, etc. Personal pronouns should be avoided- if it is necessary to refer to the worker, the word operator may be used. Do not describe only one phase of the job and give the impression that all phases are covered. Generalized or ambiguous expressions, such as prepare, assist, handle etc. should be omitted unless supported by data that will clarify them. All statements should be clearly defined and simply set down- promiscuous use of adjectives only reflects ones own opinion. Describe the job as is being done, by the majority of workers attribute the designation.Write in simple language explain unusual technical terms. Description of a job, which is part of teamwork, should establish the team relationship. The length of description is immaterial it is not judge even with printed form that all job descriptions sh ould be of equal length but write concisely. When the job psychoanalyst finds that the data he has to work with is insufficient, s/he shouldstop until sufficient data is available. Put the date of completion of each description and revise it as often as changes in jobs and occupation require. Job description should have the concurrence of the concerned supervisor. Description should convey the initials of the persons who compile them.USES OF JOB DESCRIPTIONApart from being a basis for job evaluation, the job descriptions can be put to many uses. They are as underSupervisor- Employee CommunicationThe information contained in the job description outlines the work, which the officer is evaluate to perform. Hence, it is an extremely useful document for both the supervisor and the subordinate for purposes of communication. Furthermore, it helps employees to understand just what work their associates are expect to perform, thus, facilitating integration of efforts at the work site by the employees themselves. Recruitment, Selection, Promotion, Transfer Information pertaining to the knowledge, skills and abilities required to perform the work to an acceptable standard, can be used as a intelligent basis on which to base standards are procedures for recruitment, selection, promotion and transfer. Work slaying Appraisal To be sound and objective, a performance appraisal system must be rooted in the work performed by the employee such . work is indicated by the duties in the job description. In such an approach, utilise each tariff as the basis for discussion, the employee and the supervisor agree on work performance goals for the period to be covered by the resultant evaluation report they also agree on the criteria to be used to determine the extent to which the goals have been attained.The reports resulting from this methodology minimize subjectivity by focusing attention on the job, as distinct from the personality traits, habits or practices of the employe e. As a consequence, the results are more factual valid and invulnerable than is the case in other types of systems. Manpower Planning, Training and Development These deuce-ace processes are closely interrelated. The job description showing, in specific terms, the knowledge, skill and ability requirements for effective performance of the duties, is a sound and rational basis for each of these processes. Analysisof various types of jobs at progressively more senior(a) levels will indicate logical sources of supply for more senior posts, as part of men planning. It will also indicate the gap to be bridged in terms of knowledge, skill and ability, thus providing a sound basis for preparingj0b- related training and development programmes. Industrial Relations Frequently, issues arise in the industrial relations field, which have their origin in the work to be undertaken. In these instances the job description may be used to form a factual basis for discussion and problem resolution. Organization and social occasion Analysis- The duties and responsibilities outlined in the job description may be used to a great advantage by management in analyzing institution and procedures, because they reveal how the work is organized, how the procedure operate and how authority and responsibility are appointed.A Job Description should embroil aI. Job surname It represents a abridgment statement of what the job entails. Job Objective or Overall Purpose Statement This statement is generally a drumhead designed to orient the reader to the general nature, level, purpose and objective of the job. The summary should describe the broad function and scope of the position and be no longer than three to four sentences. List of Duties or Tasks Performed The list contains an individual(a) list of principal duties, continuing responsibilities and accountability of the occupier of the position. The list should contain each and every essential job duty or responsibility that is unf avourable to the successful performance of the job. The list should begin with the most important functional and relational responsibilities and continue down in order of significance. Each duty or responsibility that comprises at least five percent of the incumbents time should be included in the list. Description of the Relationships and places the occupant of the position holds within the company, including any supervisory positions, subordinating divisions and/or other working relationships.JOB SPECIFICATIONWorkload analysis helps in identifying the tokenish qualification needed to perform a particular job. These may include academic qualifications, professional qualifications, age, years of experience, relevance and nature of previous experience, and other skills and attitudes. They form theminimum eligibility requirements, which the candidate must have, for the appointment to a job. A clear indication of specs helps in generating eligible applications, because of self-sel ection. The candidates who do not occupy those qualifications do not apply. On the other hand, lack of clear- cut specifications may generate a large number of applications, leading to high costs, in terms of man-hours, in processing them.There is a great deal of disagreement with regard to developing complete and correct job specification unlike the job description, which provides more objective assessment of job requirements. The decision to specify minimum human requirements for ajob is a difficult one as it involves considerable degree of subjectivity. There is a general feeling that agreements generally tend to establish relatively high requirements for formal education and training, resulting in a situation where highly qualified people end up doing jobs of routine nature. Particularly, in India, highly qualified personnel are recruited for jobs where their abilities, skills and knowledge are under- utilized. Despite these problems, however, minimally acceptable human requir ements need to be specified for various jobs and category of jobs. The format for job specification should include the following items Position Title Education/ Training Experience friendship Abilities Skills Aptitude Desirable Attributes Contra-indicators, if any any.From job analysis to jobless humanityJob enrichment means redefining in a way that increases the opportunities for workers to experience edifice of responsibility, achievement, growth and recognition by doing job well.Analysing together the jobEstablishing leaf node recognitionVertical loadingJob-SharingFlexible job doing pattern etc.Open feedback channels.Whether specialised, enlarged or enriched, workers skill generally likes to have specific job to do and the job require job descriptions. But in the emerging administration today jobs are becoming more unstructured and more difficult to define. In other words the trend is towards do-jobbing in many modern organisation. Given this general description of organisat ion, roles that are clearly defined play a significant part in accomplishing the goals of the organisation. Roles can be seen in a variety of ways.Role and Role dynamicsA role is a set of expectations associated with a job or a position. When roles are unclear or complicated performance problem can occur. Role ambiguity occurs when someone is uncertain about what is pass judgment of him or her. To do any job the people need know what is expected of them. Role clarity is important for every member of the group, but that is more important for new members. Role ambiguity creates problems and the whole efforts is either wasted or of appreciated. Expecting too much or too half-size may create problem. Role overload occurs when too much is expected and individual feels overloaded with work/responsibility. Role underload occurs when too little is expected and the individual feels underutilized therefore, a balanced and realistic role load is expected. Role conflict occurs when a person i s unable to meet the expectations of others. The individual understands what needs to be done but for some reasons can not comply.The resulting strain can reduce job satisfaction, affects both work performance and the relationship with other groups members. The Common forms of role conflict are intra siteer role-conflicting which occurs when the same person sends conflicting expectations. inter sender role-conflict occurs when different people send conflicting expectations. Person-Job-conflict-occurs when ones personal values & needs come into conflict with role expectations. inter role conflict occurs when the expectations of two or more roles held by the same individual becomes incompatible-such as conflict between work & family demands. One way ofmanaging role-dynamics in any group or work setting is the rolenegotiation. This is the process through which individual pull off to clarify the role expectation each holds for the other.7.2 ROLE DESCRIPTIONWell-written role descripti ons define the work of the organisation and its reasons for existence as an employer of human resources. Moreover, they define and help quantify the relative importance of work, what each position contributes to a process and the organisation as a whole. This definition illustrates an important point regarding role descriptions. Used in todays work environment, they describe not only what the role is all about but also how it contributes to the work of the organisation. They describe the nature of the work to be done by stating the purpose and main responsibilities. They may also include information on the type of person who is best suited to perform the job. Role descriptions are a valuable resource. They have the potential to be useful organisational tools however, to confirm their potential they must be properly monitored. There are two main types of role descriptions, the generic or general and the specific or individual. recruitmentRecruitment is the development and maintenanc e of equal manpower sources. It involves the creation of a pool of available human resources from-which the organisation can happen when it needs additional employees. Recruiting is the process of attracting applicants with certain skills, abilities and other personal characteristics to job vacancies in an organisation. According to Denerley and Plumblay (1969), recruitment is concerned with both engaging the required number of people, and measuring their quality. It is not only a matter of unanimous a companys needs, itis also an activity which influences the shape of the companys future. The need for recruitment may arise out of (i) vacancies collect to promotion, transfer, termination, retirement, permanent disability, or death (ii) creation. of vacancies due to business expansion, diversification, growth, and soon. Recruitment has been regarded as the most important function of personnel administration. Unless the right types of people are hired, even the best plans, organis ation charts and control systems will be of no avail. A company cannot prosper grow, or even survive without adequate human resources. Needfor trained manpower in recent years has created a pressure on some organisations to establish an efficient recruitment function.RECRUITMENT PURPOSEThe general purpose of recruitment is to provide a pool of potentially qualified candidates to meet organizational need. Its specific purposes are to Determine the present and future requirements of the organisation in conjunction with the personnel planning and job analysis activities. Increase the pool of job candidates with minimum cost. assistance increase the success rate of the selection process by reducing the number of under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organisation only after a short period of time. Meet the organisations legal and social obligations regarding the composition of its work force.? Start identifying and preparing potential job applicants who will be appropriate candidates.? Increase organisational and individual effectiveness in the short and long term.? Evaluate the effectiveness of various recruiting. techniques and sources for all types of job applicants.?RECRUITMENT POLICYRecruitment polity may involve a commitment to broad principles such as filling vacancies with the best qualified individuals. It may embrace several issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women employees, part-time employees, friends and relatives of present employees. It may also involve the organisation system to be developed for implementing recruitment programme and procedures. A well considered and pre-planned recruitment policy, based on incorporated goals, study of environment and the corporate needs, may avoid hasty or ill-considered decisions and may go a long way to man the o rganisation with the right type of personnel. A good recruitment policy must contain the following elements Organisations objectives both short term and long term.? Identification of the recruitment needs.?Preferred sources of recruitment.?Criteria of selection and preferences.?The cost of recruitment and financial implications of the same.?A recruitment policy in its broadest sensory faculty involves a commitment by the employer to (i) find the best qualified persons for each job (ii) retain the best and most promising of those hired (iii) adjure promising opportunities for life-time working careers and (iv) provide programmes and facilities for personal growth on the job.RECRUITMENT PROCESSTo be successful, the recruitment process must follow a number of steps. These are Defining the job?Establishing the person profile? fashioning the vacancy known?Receiving and documenting applications?Designing and using the application form?Selecting? notification and final checks?Induction. ?SOURCES OF MANPOWER SUPPLYOnce the job analysis is terminate and the job specification or behavioural competencies are identified, the next stage is to consider how to attract people who meet the requirements. A key decision is about whether to recruit internally or outdoor(a)ly. Before an organisation actively begins recruiting applicants, it should have a knowledge of the sources of supply and methods of tapping them. The sources of supply do not remain constant but vary from time to time. The sources of supply of manpower can be divided into two groups internal and external sources. intimate sources relate to the existing working force of an enterprise while external sources relate to the employment exchanges, colleges, institutes, and universities. The particular sources and means by which workers are recruited vary greatly. It depends upon management policy, the types of jobs involved, the supply of labour relative to demand, and labour market. In deciding which recruitme nt source to use, consider (a) the nature and size of the company (b) the level ofvacancies to be filled up (c) the number of vacancies to be filled up (d) budget allocation and (e) the time period to fill the vacancy.Internal Sources Internal sources are the most obvious sources. These include personnel already on the pay-roll of an organisation, i.e., its present working force.