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6, , STAFFING, Management of Human Resources at INFOSYS, “Our assets walk out of the door each evening. We have to, make sure that they come back the next morning” (as stated, by Narayana Murthy former, CEO of INFOSYS.), At a time when organisations are debating the strategic, importance of their human resources, Infosys, a consulting and, software services organisation, includes its human resources, on its balance sheet to affirm their asset value. The rationale, for this is as follows: “The long term success of a company, is usually examined on certain financial and non-financial, parameters. Human resources are among these new nonfinancial parameters that challenge the usefulness of evaluating, corporate success solely on traditional measures. Human, resources represent the collective expertise, innovation,, leadership, entrepreneurial and managerial skills endowed in, the employees of an organisation.”, As a knowledge intensive company, Infosys recognises, the value of its human assets in maintaining its competitive, position. It realises that these assets can easily walk away,, as competitors in India and abroad covet its IT talent., Consequently, the challenge facing Infosys is how to attract,, retain and develop its human assets in a highly competitive, and dynamic environment?, Most of the current human resource practices at Infosys, result from the vision of the leaders and the culture that they, have created. Narayana Murthy, known for his leadership and, vision is the public image of Infosys. His leadership style is, humble and straight-forward, quite uncommon in the world, of Indian business. He believes in sharing wealth with his, employees and in leading by example. In a knowledge-based, business like Infosys, he sees the importance of consistency in, rhetoric and action in empowering employees. He is credited, with creating a culture of closeness and empowerment at, Infosys. His management style, rare among Indian business, leaders, is based on western management., Source: Sumita Raghuram, Fordham Graduate, School of Business, , CHAPTER, L E A R N I N G, OBJECTIVES, After studying this, chapter, you should be, able to:, n, , define staffing;, , n, , establish its, relationship with, Human Resource, Management;, , n, , state the need and, importance of staffing;, , n, , describe the steps in, the staffing process;, , n, , state the meaning, of recruitment and, selection;, , n, , identify important, sources of, recruitment;, , n, , describe the steps in, the selection process;, , n, , appreciate the, need of training and, development; and, , n, , explain various on the, job and off the job, methods of training., , 2021–22, , Ch_06.indd 141, , 04-10-2019 2:07:28 PM

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Business Studies, , 142, , Introduction, , The foundation of any organisation is, the talented and hardworking people,, who are the principal assets of any, firm. It is an established fact that the, growth of an organisation requires, the continual infusion of quality, staff. Thus, adequate staffing or the, provision for appropriate human, resources is an essential requirement, for any organisation’s success. It is,, therefore, believed that an organisation, can achieve its objectives only when, it has the right persons in the right, positions., , Meaning, , After planning and selection of the, organisation structure, the next step, in the management process is to fill, the various posts provided in the, organisation. This is termed as the, management of staffing function. In, the simplest terms, staffing is ‘putting, people to jobs’. It begins with workforce, planning and includes different other, function like recruitment, selection,, training, development, promotion,, compensation and per for mance, appraisal of work force. In other, words, staffing is that part of the, process of management which is, concerned with obtaining, utilising, and maintaining a satisfactory and, satisfied work force. Today, staffing, may involve any combination of, employees including daily wagers,, consultants and contract employees., Staffing recognises the importance, , of every single person employed, by an organisation as it is the, individual worker, who is the ultimate, performer., Staffing has been described as, the managerial function of filling, and keeping filled the positions in, the organisation structure. This is, achieved by, first of all, identifying, requirement of work force, followed, by recruitment, selection, placement,, promotion, appraisal and development, of personnel, to fill the roles designed, into the organisation structure., In a new enterprise, the staffing, function follows the planning and, organising functions. After deciding, what is to be done, how it is to be done, and after creation of the organisation, structure, the management is in a, position to know the human resource, requirements of the enterprise at, different levels. Once the number and, types of personnel to be selected is, determined, management starts with, the activities relating to recruiting,, selecting and training people, to fulfill, the requirements of the enterprise., In an existing enterprise, staffing is, a continuous process because new, jobs may be created and some of the, existing employees may leave the, organisation., , Importance, , of Staffing, In any organisation, there is a need, for people to perform work. The, staffing function of management, 2021–22, , Ch_06.indd 142, , 04-10-2019 2:07:28 PM

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Staffing, , 143, , fulfills this requirement and finds, the right people for the right job., Basically, staffing fills the positions as, shown in the organisation structure., Human resources are the foundation, of any business. The right people, can help you take your business to, the top; the wrong people can break, your business. Hence, staffing is the, most fundamental and critical drive, of organisational performance. The, staffing function has assumed greater, importance these days because of, rapid advancement of technology,, increasing size of orga­nisation and, complicated behaviour of human, beings. Human resources are the most, important asset of an organisation., The ability of an organisation to, achieve its goal depends upon the, quality of its human resources., Therefore, staffing is a very important, managerial function. No organisation, can be successful unless it can fill, and keep filled the various positions, provided for in the structure with the, right kind of people., Proper, staffing, ensures the, following benefits to the organisation:, (i) helps in discovering and obtai­, ning competent personnel for, various jobs;, (ii) makes for higher performance,, by putting right person on the, right job;, (iii) ensures the continuous survival, and growth of the enterprise, through the succession planning, for managers;, , (iv) helps to ensure optimum utili­, sation of the human resources., By avoiding overmanning, it, prevents under -utilisation of, personnel and high labour, costs. At the same time it avoids, disruption of work by indicating, in advance the shortages of, personnel; and, (v) improves job satisfaction and, morale of employees through, objective assessment and fair, reward for their contribution., Staffing function must be performed, efficiently by all organisations. If right, kind of employees are not available,, it will lead to wastage of materials,, time, effort and energy, resulting in, lower productivity and poor quality, of products. The enterprise will not, be able to sell its products profitably., It is, therefore, essential that right, kind of people must be available in, right number at the right time. They, should be given adequate training, so that wastage is minimum. They, must also be induced to show higher, productivity and quality by offering, them proper incentives., , Staffing as part of Human, Resource Management, It is a function which all managers, need to perform. It is a separate and, specialised function and there are, many aspects of human relations, to be considered. It is the job of, managers to fill positions in their, organisation and to make sure that, , 2021–22, , Ch_06.indd 143, , 04-10-2019 2:07:28 PM

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Business Studies, , 144, , they remain occupied with qualified, people. Staffing is closely linked to, organising since after the structure, and positions have been decided,, people are required to work in these, positions. Subsequently, they need, to be trained and motivated to work, in harmony with the goals of the, organisation. Thus, staffing is seen as, a generic function of management., The staffing function deals with, the human element of management., Managing the human component of, an organisation is the most important, task because the performance of, an organisation depends upon how, well this function is performed., The success of an organisation in, achieving its goals is determined to, a great extent on the competence,, motivation and performance of its, human resource., It is the responsibility of all managers, to directly deal with and select people, to work for the organisation. When, the manager performs the staffing, function his role is slightly limited., Some of these responsibilities will, include placing the right person, on the right job, introducing new, employees to the organisation,, training employees and improving, their performance, developing their, abilities, maintaining their morale and, protecting their health and physical, conditions. In small organisations,, managers may perform all duties, related to employees salaries, welfare, and working conditions., , But as organisations grow and, number, of, persons, employed, increases, a separate department, called the human resource department, is formed which has specialists in, managing people. The management, of human resource is a specialised, area which requires the expertise of, many people. The number of human, resource specialists and size of this, department gives an indication of, the size of the business as well. For, a very large company, the Human, Resources Department itself will, contain specialists for each function, of this department., Human Resource Management, includes many specialised activities, and duties which the human resource, perso­nnel must perform. These duties, are:, n, Recruitment, i.e., search for, qualified people, n, Analysing jobs, collecting inform­, ation about jobs to prepare job, descriptions., n, Developing compensation and, incentive plans., n, T raining and development of, employees for efficient perfor ­, mance and career growth., n, Maintaining labour relations and, union management relations., n, Handling grievances and, complaints., n, Providing for social security and, welfare of employees., n, Defending the company in law suits, and avoiding legal complications., , 2021–22, , Ch_06.indd 144, , 04-10-2019 2:07:28 PM

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Staffing, , 145, , Evolution of Human, Resource Management, Human resource management has, replaced the traditional concept of, labour welfare and personnel manag­, ement. Human Resource Management, (HRM) in its present form has, evolved from a number of significant, inter-related developments, which, date back to the era of industrial, revolution. Emergence of trade union, movement led to the need of a person, who could act as an effective link, between the owners and workers., Thus, the concept of labour welfare, officer came into being. His role was, limited to the bare minimum welfare, activities of employees. In fact, he was, looked down by both the workers and, the owners., With the introduction of factory, system, thousands of persons began, to be employed under one roof. The job, of hiring people for the organisation, was given to one man, who later on, was assigned the responsibility of, recruitment, selection and placement, of personnel. This led to the, emergence of personnel officer in the, first place and personnel manager,, later on., Human relations approach recognises human factor as the most, important instrument of success in, an organisation. Fast changing tech­, nological developments, however, nec­, essitated new skill development and, , training of employees. People came to, be recognised as a valuable resource,, which can be further developed., Increase in scope of the work led to, replacement of personnel manager, with human resource manager., You may have observed that all, these aspects are concerned with, the human element in industry as, distinct from the mechanical side, of the enterprise. Thus, staffing is, an inherent part of human resource, management as it is the practice of, finding, evaluating and establishing, a working relationship with people,, for a purpose., It is important to understand, that staffing is both a function of, management just like planning,, organising, directing, and controlling, as well as a distinct functional area, of management just as marketing, management, and, financial, management. Staffing, is therefore,, referred to as both a line as well, as a staff activity i.e., an essential, function of the manager as well as an, advisory role played by the Human, Resource Department., , Staffing Process, As you are now aware, the prime, concern of the staffing function, in, the, management, process, is the timely fulfillment of the, manpower requirements within an, organisation. These requirements, may arise in case of starting a new, , 2021–22, , Ch_06.indd 145, , 04-10-2019 2:07:28 PM

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Business Studies, , 146, , business or expanding the existing, one or they may arise as a matter, of the need for replacing those who, quit, retire or are transferred or, promoted from or are fired from the, job. In any case, need for ‘the right, person for the right job’ hardly needs, an over emphasis. But just as the, phrase ‘water water everywhere and, not a drop to drink’ amplifies the fact, that despite 2/3rd of the earth being, water, drinkable water is a scarce, commodity, so may also be said, of finding ‘the right person for the, right job.’ As such, it is important, to appreciate staffing as a process, that starts from understanding the, manpower, requirements, within, the organisation and identifying, the potential sources from where, it can be met, either from within, the organisation or from outside., And, given that ‘the right person’, is scarce, there is need to ‘market’, the job and the organisation to the, people. Even in situations where, a single job vacancy might attract, a few hundreds of the applicants,, there is a challenge of selecting, the most appropriate one. Freshly, appointed persons might need, orientation or training to familiarise, them with the way the things are, done in an organisation. And, in, case they have been selected only on, the basis of academic qualifications, and aptitude for learning, they might, need training in specific skills as, , well. For example, if one is selected, by a Business Process Outsourcing, (BPO) unit by virtue of being, extrovert and well-versed in English, speaking, one needs to be trained, in the relevant business processes,, telephone conversation etiquettes, as well as diction adaptation before, actual placement. The employee’s, experiences during orientation and, placement, form, his/her, ‘first, impression’ of the organisation. Even, whilst on the job, the employees need, training for upgradation of knowledge, and skills and for preparing for higher, responsibilities. So staff training and, development is another important, aspect of the staffing process., What follows is a brief description, of the above stages., (i) Estimating, the, Manpower, Requirements: You are aware, that while designing the organis­, ational structure, we undertake, an analysis of the decisions, and the decision-making levels,, activities as well as relationship, among them with a view to, evolving the horizontal and, vertical dimensions of the, structure. Thus, various job, positions are created. Clearly,, performance, of, each, job, tates the appointment, necessi­, of a person with a specific set of, educational qualifications, skills,, prior experience and so on., 2021–22, , Ch_06.indd 146, , 04-10-2019 2:07:28 PM

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Staffing, , 147, , Thus, understanding manpower, requirements is not merely a, matter of knowing how many, persons we need but also of, what type. Given that we need to, encourage women, persons from, backward communities and, persons with special abilities, (such as physically challenged,, visually and hearing impaired), to assume responsible positions, in our organisations, there is a, need to understand, and if the, need be, to redefine manpower, requirements accordingly. Can, you think why should we, encourage such a diversity in, the workforce?, Operationally, understanding the, manpower requirements would nece­, ssitate workload analysis on the, one hand and workforce analysis on, the other. Workload analysis would, enable an assessment of the number, and types of human resources, necessary for the performance of, various jobs and accomplishment of, organisational objectives. Workforce, analysis would reveal the number, and type available. In fact such an, exercise would reveal whether we, are understaffed, overstaffed or, optimally staffed. It may be pointed, out, that, neither, over-staffing, nor under-staffing is a desirable, situation. Can you think why? In fact, this exercise would form the basis, of the subsequent staffing actions., , A situation of overstaffing somewhere, would necessitate employee removal, or transfer elsewhere. A situation of, understaffing would necessitate the, starting of the recruitment process., However, before that can be done,, it is important to translate the, manpower requirements into specific, job description and the desirable, profile of its occupant — the, desired qualifications, experience,, personality characteristics and so on., This information becomes the base, for looking for potential employees., (ii) Recruitment: Recruitment may be, defined as the process of searching, for prospective employees and, stimulating them to apply for jobs in, the organisation. The information, generated in the process of writing, the job description and, the, candidate profile may be used for, developing the ‘situations vacant’, advertisement. The advertisement, may be displayed on the factory/, office gate or else it may be got, published in print media or, flashed in electronic media. This, step involves locating the potential, candidate or determining the, sources of potential candidates., In fact, there are a large number, of recruitment avenues available, to a firm which would be discussed, latter when we talk about the, various sources of recruitment., The essential objective is to, create a pool of the prospective, , 2021–22, , Ch_06.indd 147, , 04-10-2019 2:07:28 PM

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Business Studies, , 148, , job candidates. Both internal and, external sources of recruitment, may be explored. Internal sources, may be used to a limited extent., For fresh talent and wider choice, external sources are used., (iii) Selection: Selection is the pro­, cess of choosing from among, the pool of the prospective job, candidates developed at the stage, of recruitment. Even in case of, highly specialised jobs where, the choice space is very narrow,, the rigour of the selection process, serves two important purposes:, (i) it ensures that the organisation, gets the best among the available,, and (ii) it enhances the self-esteem, and prestige of those selected and, conveys to them the seriousness, with which the things are done in the, organisation. The rigour involves, a host of tests and interviews,, described later. Those who are, able to successfully negotiate the, , test and the interviews are offered, an employment contract, a written, document containing the offer, of employment, the terms and, conditions and the date of joining., (iv) Placement and Orientation:, Joining a job marks the beginning, of socialisation of the employee at, the workplace. The employee is, given a brief presentation about, the company and is introduced, to his superiors, subordinates, and the colleagues. He is taken, around the workplace and given, the charge of the job for which he, has been selected. This process, of familiarisation is very crucial, and may have a lasting impact, on his decision to stay and on, his job performance. Orientation, is, thus, introducing the selected, employee to other employees and, familiarising him with the rules, and policies of the organisation., Placement refers to the employee, , Over-staffing:, More play, less work, , 2021–22, , Ch_06.indd 148, , 04-10-2019 2:07:40 PM

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Staffing, , 149, , occupying the position or post, for which the person has been, selected., (v) Training and Development:, What people seek is not simply, a job but a career. Every one, must have the opportunity to, rise to the top. The best way to, provide such an opportunity is, to facilitate employee learning., Organisations have either inhouse training centers or have, forged alliances with training and, educational institutes to ensure, continuing learning of their, employees. The organisations, too benefit in turn. If employee, motivation, is, high,, their, competencies are strengthened,, they perform better and thus,, contribute more to organisational, effectiveness and efficiency. By, offering the opportunities for, career advancement to their, members, organisations are, not only able to attract but also, retain its talented people., As discussed earlier, in most, organisations there is a separate, Human Resource Department, which, takes care of the staffing function., But in small organisations the line, manager is required to perform, all the functions of management, viz, planning, organising, staffing,, directing, and, controlling., The, process of staffing will then include, three more stages., , (vi) Performance Appraisal, , After, the, employees, have, undergone a period of training, and they have been on the job, for some time, there is a need, to evaluate their performance., All organisations have some, formal or informal means of, appraising, their, employee’s, performance., Performance, appraisal means evaluating an, employee’s current and/or past, performance as against certain, predetermined standards. The, employee is expected to know, what the standards are and, the superior is to provide the, employee feedback on his/her, performance. The performance, appraisal process, therefore,, will include defining the job,, appraising performance and, providing feedback., (vii) Promotion and career planning, It becomes necessary for all, organisations to address career, related issues and promotional, avenues for their employees., Managers, need, to, design, activities to serve employees’, long-term interests also. They, must, encourage, employees, to grow and realise their full, potential., Promotions, are, an integral part of people’s, career. They refer to being, placed in positions of increased, responsibility., They, usually, , 2021–22, , Ch_06.indd 149, , 04-10-2019 2:07:40 PM

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Business Studies, , 150, , mean more pay, responsibility, and job satisfaction., (viii) Compensation, , All, organisations, need, to, establish wage and salary plans, for their employees. There are, various ways to prepare different, pay plans depending on the worth, of the job. Basically the price of, the job needs to be determined., Compensation, therefore, refers, to all forms of pay or rewards, going to employees. It may be, in the form of direct financial, payments like wages, salaries,, incentives, commissions and, bonuses and indirect payments, like employer paid insurance, and vacations., Direct, financial, payments, are of two types : time based or, performance based. A time based, plan means salary and wages are, paid either daily, weekly or monthly, or annually. Performance based, plans means salary/wages are paid, according to piecework. For example,, a worker may be paid according to, the number of units produced by, him/her. There are many methods, to calculate the compensation under, various incentive plans to reward, performance. Certain pay plans can, be created which are a combination, of time based pay plus incentives, for higher performance. Various, plans may be formulated for paying, , employees time based wage or, salary as well as performance based, financial incentives and bonuses,, and employee benefits., Besides there are some other, factors also which influence the, design of any pay plan, like legal, (labour laws), union, company policy, and equity., Thus, we see that as a process,, staffing includes acquisition, rete­ntion,, development, performance appraisal,, promotion and compensation of, the most important resource of an, organisation, that is, its human, capital., It needs to be kept in mind that, several factors such as supply and, demand of specific skills in the, labour market, unemployment rate,, labour market conditions, legal and, political considerations, company’s, image, policy, human resource, planning, cost,, technological, developments and general economic, environment etc., will influence, the way recruitment, selection and, training will be actually carried out., , Aspects, , of staffing, There are three aspects of staffing:, recruitment, selection and training., These are now discussed in detail., , Recruitment, Recruitment refers to the process of, finding possible candidates for a job, or a function. It has been defined as, , 2021–22, , Ch_06.indd 150, , 04-10-2019 2:07:40 PM

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Staffing, , ‘the process of searching, for prospective employees, and stimulating them, to apply for jobs in an, organisation.’, Advertising is commonly, part of the recruitment, process, and can occur, through several means,, through newspapers, using, newspaper dedicated to job, advertisement,, through, professional publication,, using, advertisements, placed in windows, through, a job center, through, campus interviews, etc., , 151, , Applicant, (Person), , Organisation, (Job), , Recruitment, (identification and attraction), , Selection, (assessment, evaluation and, final match), Training, (Acquainting and skill, development), Aspects of Staffing, , Sources of Recruitment, The object of recruitment is to, attract potential employees with, the, necessary, characteristics, or, qualification,, in, the, adequate number for the jobs, available. It locates available people, for the job and invites them to apply, for the job in the organisation. The, process of recruitment precedes, the process of selection of a right, candidate for the given positions, in the organisation. Recruitment, seeks to attract suitable applicants, to apply for available jobs. The, various activities involved with the, process of recruitment includes (a), identification of the different sources, of labour supply, (b) assessment, of their validity, (c) choosing the, most suitable source or sources,, , and (d) inviting applications from, the prospective candidates, for the, vacancies., The requisite positions may be, filled up from within the organisation, or from outside. Thus, there are two, sources of recruitment – Internal, and External., , Internal Sources, There are two important sources, of internal recruitment, namely,, transfers and promotions, which are, discussed below:, (i) Transfers: It involves shifting, of an employee from one job, to another, one department, to another or from one shift to, another, without a substantive, change in the responsibilities, and status of the employee. It, may lead to changes in duties, , 2021–22, , Ch_06.indd 151, , 04-10-2019 2:07:40 PM

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Business Studies, , 152, , and responsibilities, working, condition etc., but not necessarily, salary. Transfer is a good source, of filling the vacancies with, employees from over-staffed, departments. It is practically, a horizontal movement of, employees. Shortage of suitable, personnel in one branch may, be filled through transfer from, other branch or department., Job transfers are also helpful, in avoiding termination and in, removing individual problems, and grievances. At the time of, transfer, it should be ensured that, the employee to be transferred, to another job is capable of, performing it. Transfers can also, be used for training of employees, for learning different jobs., (ii) Promotions: Business enterprises, generally follow the practice of, filling higher jobs by promoting, employees from lower jobs., Promotion leads to shifting an, employee to a higher position,, carrying higher responsibilities,, facilities,, status, and, pay., Promo­, tion is a vertical shifting, of em­, ployees. This practice, helps to improve the motivation,, loyalty and satisfaction level, of employees. It has a great, logical impact over the, psycho­, employees because a promotion, at the higher level may lead to, a chain of promotions at lower, levels in the organisation., , Merits of Internal Sources, Filling vacancies in higher jobs from, within the organisation or through, internal transfers has the following, merits:, (i) Employees are motivated to, improve their performance. A, promotion at a higher level may, lead to a chain of promotion at, lower levels in the organisation., This motivates the employees, to improve their performance, through learning and practice., Employees work with commitment, and loyalty and remain satisfied, with their jobs. Also peace, prevails in the enterprise because, of promotional avenues;, (ii) Internal recruitment also simpli­, fies the process of selection and, placement. The candidates that are, already working in the enterprise, can be evaluated more accurately, and economically. This is a more, reliable way of recruitment since, the candidates are already known, to the organisation;, (iii) Transfer is a tool of training the, employees to prepare them for, higher jobs. Also people recruited, from within the organisation do, not need induction training;, (iv) Transfer has the benefit of, shifting workforce from the, surplus departments to those, where there is shortage of staff;, 2021–22, , Ch_06.indd 152, , 04-10-2019 2:07:41 PM

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Staffing, , 153, , (v) Filling of jobs internally is cheaper, as compared to getting candidates, from external sources., , Limitations of Internal, Sources, The limitations of using internal, sources of recruitment are as follows:, (i) When vacancies are filled, through internal promotions, the, scope for induction of fresh talent, is reduced. Hence, complete, reliance on internal recruitment, involves danger of ‘inbreeding’ by, stopping ‘infusion of new blood’, into the organisation;, (ii) The employees may become, lethargic if they are sure of timebound promotions;, (iii) A new enterprise cannot use, internal sources of recruitment., No organisation can fill all its, vacancies from internal sources;, (iv) The, spirit, of, competition, among the employees may be, hampered; and, (v) Frequent transfers of employees, may often reduce the productivity, of the organisation., , External Sources, An enterprise has to tap external, sources, for, various, positions, because all the vacancies cannot be, filled through internal recruitment., The existing staff may be insufficient, or they may not fulfill the eligibility, criteria of the jobs to be filled., , External recruitment provides wide, choice and brings new blood in the, organisation. The commonly used, external sources of recruitment are, discussed below:, (i) Direct Recruitment: Under, the direct recruitment, a notice, is placed on the notice-board, of the enterprise specifying the, details of the jobs available. Jobseekers assemble outside the, premises of the organisation on, the specified date and selection, is done on the spot. The practice, of direct recruitment is followed, usually for casual vacancies of, unskilled or semi-skilled jobs., Such workers are known as, casual or ‘badli’ workers and they, are paid remuneration on daily, wage basis. This method of, recruitment is very inexpensive, as it does not involve any cost, of advertising the vacancies., It is suitable for filling casual, vacancies when there is a rush of, work or when some permanent, workers are absent., (ii) Casual Callers: Many reputed, business organisations keep, a, database, of, unsolicited, applicants in their offices. Such, job-seekers can be a valuable, source of man­, power. A list, of such job-seekers can be, prepared and can be screened to, fill the vacancies as they arise., The major merit of this source, , 2021–22, , Ch_06.indd 153, , 04-10-2019 2:07:41 PM

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Business Studies, , 154, , of recruitment is that it reduces, the cost of recruiting workforce, in comparison to other sources., (iii) Advertisement: Advertisement, in newspapers or trade and, professional journals is generally, used when a wider choice is, required. Most of the senior, positions of industry as well, as commerce are filled by this, method. The advantage of, advertising vacancies is that more, information about the organisation, and job can be given in the, advertisement., Advertisement, gives the management a wider, range of candidates from which, to choose. Advertisements may be, placed in leading newspapers. Its, disadvantage is that it may bring, in a flood of response, and many, times, from quite unsuitable, candidates., (iv) Employment Exchange: Emp­, loyment exchanges run by the, Government are regarded as a, good source of recruitment for, unskilled and skilled operative, jobs. In some cases, compulsory, notification of vacancies to, employment exchange is required, by law. Thus, employment, exchanges, help, to, match, personnel demand and supply, by serving as link between, job-seekers, and, employers., Unfortunately, the records of, employment exchange are often, , not up to date and many of the, candidates referred by them may, not be found suitable., (v) Placement, Agencies, and, Management Consultants: In, technical, and, professional, areas, private agencies and, professional bodies appear to, be doing substantive work., Placement agencies provide a, nationwide service in matching, personnel demand and supply., These agencies compile bio-data, of a large number of candidates, and recommend suitable names, to their clients. Such agencies, charge fee for their services and, they are useful where extensive, screening is required. These, professional, recruiters, can, entice the needed top executives, from other companies by making, the right offers., Management, consultancy, firms help the organisations to, recruit technical, professional, and managerial personnel. They, specialise in middle level and, top level executive placements., They maintain data bank of, persons with different qualifica­, tions and skills and even, advertise the jobs on behalf of, their clients to recruit right type, of personnel., (vi) Campus Recruitment: Colleges, and institutes of management, and technology have become a, 2021–22, , Ch_06.indd 154, , 04-10-2019 2:07:41 PM

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Staffing, , 155, , popular source of recruitment, for technical, professional and, managerial jobs. Many big orga­, nisations maintain a close liaison, with the universities, vocational, schools and management institutes to recruit qualified person­, nel for various jobs. Recruitment, from educational institutions is, a well-established practice of, businesses. This is referred to, as campus recruitment., (vii) Recommendations of Emp­, loyees: 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 good employees because, their background is sufficiently, known. A type of preliminary, screening takes place because, the present employees know, both the company and the, candidates and they would try, to satisfy both., (viii) Labour, Contractors: Labour, contractors maintain close contacts, with labourers and they can provide, the required number of unskilled, workers at short notice. Workers, are recruited through labour, contractors who are themselves, employees of the organisation., The disadvantages of this system, are that if the contractor himself, decides to leave the organisation, all, , the workers employed through him, will follow suit., (ix) Advertising on Television: The, practice of telecasting of vacant, posts over Television is gaining, importance these days. The, detailed requirements of the job, and the qualities required to do, it are publicised alongwith the, profile of the organisation where, vacancy exists., (x) Web Publishing: Internet is, becoming a common source of, recruitment these days. There, are certain websites specifically, designed and dedicated for the, purpose of providing information, about both job seekers and job, opening. In fact, websites are, very commonly visited both by, the prospective employees and, the organisations searching for, suitable people., , Campus Recruitment, , 2021–22, , Ch_06.indd 155, , 04-10-2019 2:07:43 PM

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Business Studies, , 156, , Merits of External Sources, The advantages of using external, sources of recruitment are as follows:, (i) Qualified Personnel: By using, external sources of recruitment,, the management can attract, qualified and trained people, to apply for vacant jobs in the, organisation., (ii) Wider Choice: When vacancies, are advertised widely, a large, number of applicants from, outside the organisation apply., The management has a wider, choice while selecting the people, for employment., (iii) Fresh Talent: The present, employees may be insufficient, or they may not fulfill the, specifications of the jobs to be, filled. External recruitment, provide wider choice and brings, new blood in the organisation., However, it is expensive and timeconsuming., (iv) Competitive Spirit: If a company, taps external sources, the, extisting staff will have to, compete with the outsiders. They, will work harder to show better, performance., , Limitations of External Sources, 1. Dissatisfaction among existing staff:, External recruitment may lead, to dissatisfaction and frustration, among existing employees. They, may feel that their chances of, promotion are reduced., , 2. Lengthy process: Recruitment, from external sources takes a, long time. The business has to, notify the vacancies and wait, for applications to initiate the, selection process., 3. Costly process: It is very costly, to recruit staff from external, sources. A lot of money has to, be spent on advertisement and, processing of applications., , Selection, Selection is the process of identifying, and choosing the best person out of, a number of prospective candidates, for a job. Towards this purpose, the, candidates are required to take a series, of employment tests and interviews. At, every stage many are eliminated and a, few move on to the next stage until the, right type is found. The process may, start right from the screening of the, applications. It may continue even after, the offer of employment, acceptance and, joining of the candidate. It is so because, the process of selection, like any other, managerial decision, involves judgment, about the performance potential of, the candidate. The effectiveness of the, selection process would ultimately be, tested in terms of on-the-job of the, chosen person., , Process of Selection, The important steps in the process of, selection are as follows:, (i) Preliminary Screening: Preli­, minary screening helps the, 2021–22, , Ch_06.indd 156, , 04-10-2019 2:07:43 PM

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Staffing, , 157, , ...Hiring via employee referrals on the rise, When Lenovo India decided to strengthen its diversity numbers, it decided to tap into its, referral system. The company asked its employees to recommend candidates, and decided, to reward those who successfully recommended more women for the same roles. As, employee referrals become an established method to hire quality lateral talent, companies, are using technology platforms to build a steady talent pipeline through referrals. A majority, of companies (nearly 41%, according to one study) across India use top technology for, referral hires. According to the study India Recruiting Trends 2016 conducted by LinkedIn, Talent Solutions, employee referrals are on the rise. This year, referrals were the top source, of quality hires. “Nearly 55% of talent leaders see employee referral programmes as the, top source of quality hire,” says Irfan Abdulla, director, talent solutions, LinkedIn India. Top, players such as Coca-Cola, Infosys, Genpact, Capgemini, Deloitte, Dabur, Jubilant and more, are reporting that over 40% of their hires come through referrals., Today, technology major Infosys, for instance, has enhanced the use of technology for the, employee referral process. It has created a portal where employees can view requirements, and submit profiles of candidates directly. Employees can then track the status of their, referral real-time. Richard Lobo, senior vice president and head HR, Infosys, says a majority, of their hiring now takes place through the referral route. “Employees can make a good, referral decision as they understand the aspirations of the candidate they refer as well as the, requirements and culture of the company,” he said., Source: https://economictimes.indiatimes.com ›, August 19, 2016, , manager eliminate unqualified, or unfit job seekers based on, the information supplied in the, application forms. Preliminary, interviews help reject misfits for, reasons, which did not appear in, the application forms., (ii) Selection Tests: An employment, test is a mechanism (either a paper, and pencil test or an exercise) that, attempts to measure certain characteristics of individuals. These, characteristics range from apti­, tudes, such as manual dexterity,, to intelligence to personality., , Important Tests Used for Selection, of Employees:, (a) Intelligence Tests: This is one, of the important psychological, tests used to measure the level, of intelligence quotient of an, individual. It is an indicator of a, person’s learning ability or the, ability to make decisions and, judgments., (b) Aptitude Test: It is a measure, of individuals potential for, learning new skills. It indicates, the person’s capacity to develop., , 2021–22, , Ch_06.indd 157, , 04-10-2019 2:07:43 PM

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Business Studies, , 158, , Intense Competition, Talent Crunch Push Companies, to Hand Out 15-20% Pay Hikes, Indian employees have never had it so good. Intense competition and rising attrition levels, are forcing companies to hand out 15-20% mid-term salary hikes., Reliance Industries, Marico and Dabur have offered mid-term increments and out-of-turn, hikes of 15-20% to top performers in recent months. This is over and above the 15-20%, salary hikes handed out during annual appraisals last year. This comes at a time when India, Inc. is desperately trying to hold back talent, especially in telecom, IT, BPO and retail., A massive recruitment spree in sunrise sectors like BPO, telecom and retail has led to, a demand-supply mismatch and mid-term hikes going up to 40%. Average attrition rates, in IT have moved up to 22% from 18% and those in BPOs to 50% from 46%. In the, manufacturing sector, talent exodus is averaging 8-12%., Several corporates are even offering bonuses and increments on a quarterly basis to top, teams. An HR head said, “Although it is a short-term reaction, we have to react proactively, to the market scenario and retain our performers. If one loses an employee, the average, time taken for a new person to pick up the skills is up to six months, which is critical time, lost for a company. Also, replacement costs like hiring consultants would in any case add up, to a huge expense and a lot of pressure on HR,” said Dabur India HR chief., Company are identifying people who may be tempted to leave and are devising ways of, retaining such talent – offering learning and development facilities for freshers, sending them, abroad on one-year bonds (for six-months postings), etc., Source: The Economic Times, 1st Dec. 06, , Such tests are good indices of a, person’s future success score., (c) Personality Tests: Personality, tests provide clues to a person’s, emotions, her reactions, maturity, and value system etc. These tests, probe the overall personality., Hence, these are difficult to, design and implement., (d) Trade Test: These tests measure, the existing skills of the, individual. They measure the, , level of knowledge and proficiency, in the area of professions or, technical training. The difference, between aptitude test and trade, test is that the former measures, the potential to acquire skills, and the later the actual skills, possessed., (e) Interest Tests: Every individual, has fascination for some job than, the other. Interest tests are used, to know the pattern of interests, or involvement of a person., , 2021–22, , Ch_06.indd 158, , 04-10-2019 2:07:44 PM

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Staffing, , 159, , (iii) Employment, Interview:, Interview is a formal, in-depth, conversation, conducted, to, evaluate the appli­cant’s suitability, for the job. The role of the, interviewer is to seek information, and that of the interviewee is to, provide the same. Though, in, present times, the interviewee, also seeks information from, interviewer., (iv) Reference and Background, Checks: Many employers request, names, addresses, and telephone, numbers of references for the, purpose of verifying information, and, gaining additional inform­, ation on an applicant. Previous, employers,, known, persons,, teach­, ers, and, university, professors can act as references., (v) Selection Decision: The final, decision has to be made from, among the candidates who, pass the tests, interviews and, reference checks. The views, of the concerned manager will, , be generally considered in the, final selection because it is, he/she who is responsible for, the performance of the new, employee., (vi) Medical Examination: After the, selection decision and before the, job offer is made, the candidate, is required to undergo a medical, fitness test. The job offer is given, to the candidate being declared, fit after the medical examination., (vii) Job Offer: The next step in the, selection process is job offer, to those applicants who have, passed all the previous hurdles., Job offer is made through a, letter of appointment/confirm, his acceptance. Such a letter, generally contains a date by, which the appointee must, report on duty. The appointee, must be given reasonable time, for reporting., (viii)Contract of Employment: After, the job offer has been made, and candidate accepts the offer,, certain documents need to be, , Right/ Wrong Selection Decisions Matter a lot to the Organisations!, Consider, for a moment that any selection decision can result in 4 possible outcomes. A, decision is correct when an applicant was predicted to be successful and proved to be, successful on the job, or when the applicant was predicted to be unsuccessful and would, perform accordingly if hired. In the first case, we have successfully accepted; in the second case, we have successfully rejected. Problems arise when errors are made in rejecting candidates, who would have performed successfully on the job (reject errors) or accepting those who, ultimately perform poorly (accept errors). Don’t you think, these problems can be significant, and can result in costly mistakes?, , 2021–22, , Ch_06.indd 159, , 04-10-2019 2:07:44 PM

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Business Studies, , 160, Start, , Sources of Application, Internal Sources, , External Sources, Preliminary Screening, , Yes, , Selection Tests, , Employment Interview, , Is, Preliminary, Screening, OK, , No …, Reject, , Is, Selection, Test, OK, , No …, Reject, , Yes, Is, Employ­, ment Interview, OK, , Reference and Background, Analysis, , Yes, Is, Reference and Background OK, , Selection Decision, , No …, Reject, , No …, Reject, , Yes, Is, Selection, Decision Positive, , No …, Reject, , Yes, Job Offer, , Employment contract, , Evaluation of the, effectiveness of the selection, process, , Rejected, Applications, , 2021–22, , Ch_06.indd 160, , 04-10-2019 2:07:44 PM

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Staffing, , 161, , executed by the employer and the, candidate. One such document is, the attestation form. This form, contains certain vital details, about the candidate, which are, authenticated and attested by, him or her. Attestation form, will be a valid record for future, reference. There is also a need, for preparing a contract of, employment. Basic information, that should be included in a, written contract of employment, will vary according to the level, of the job, but the following, checklists sets out the typical, headings: Job Title, Duties,, Responsibilities, Date when, continuous employment starts, and the basis for calculating, service, rates of pay, allowances,, hours of work, leave rules,, sickness, grievance procedure,, disciplinary procedure, work, rules, termination of employment., , Training, , and Development, Someone has rightly said:, “If you wish to plan for a year, sow, seeds,, If you wish to plan for 10 years,, plant trees,, If you wish to plan for a lifetime,, develop people.”, Training and Development is an, attempt to improve the current or future, employee performance by increasing, an employee’s ability to perform, , through learning, usually by changing, the employee’s attitude or increasing, his or her skills and knowledge., , Importance of Training and, Development, When jobs were simple, easy to learn, and influenced to only a small degree, by technological changes, there was, little need for employees to upgrade, or alter their skills. But the rapid, changes taking place during the, last quarter century in our highly, sophisticated and complex society, have created increased pressures for, organisations to readapt the products, and services produced, the manner, in which products and services are, produced and offered, the types of, jobs required and the types of skills, necessary to complete these jobs., Thus, as jobs have become more, complex the importance of employee, training has increased., Training and development help, both the organisation and the, individual., , Benefits to the organisation, The benefits of training and develop­, ment to an organisation are as follows:, (i) Training is a systematic learning,, always better than hit and trial, methods which lead to wastage, of efforts and money., (ii) It enhances employee produc­, tivity both in terms of quantity, and quality, leading to higher, profits., , 2021–22, , Ch_06.indd 161, , 04-10-2019 2:07:44 PM

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Business Studies, , 162, , (iii) Training equips the future, manager who can take over in, case of emergency., (iv) Training increases employee, morale and reduces absenteeism, and employee turnover., (v) It helps in obtaining effective, response to fast changing, environment – technological and, economic., , Benef its to the Employee, , The benefits of training and develop­, ment activity to the employees are as, follows:, (i) Improved skills and knowledge, due to training lead to better, career of the individual., (ii) Increased performance by the, individual help him to earn more., (iii) Training makes the employee, more efficient to handle machines., Thus, less prone to accidents., (iv) Training increases the satisfaction, and morale of employees., , Training, Development and, Education, The term training is used to indicate, the process by which attitudes,, skills and abilities of employees to, perform specific jobs are increased., But the term development means, growth of individual in all respects., Training is short term process but, development is an on going process., Also, development includes training., It also needs to be understood that, training, education and development, , are distinct terms although they, overlap to some extent., Training is any process by which, the aptitudes, skills and abilities, of employees to perform specific, jobs are increased. It is a process of, learning new skills and application, of knowledge. It attempts to, improve their performance on the, current job or prepare them for any, intended job., Education is the process of increa­, sing the knowledge and understanding, of employees. It is the understanding, and interpretation of knowledge. It, does not provide definite answers, but, rather develops a logical and rational, mind that can determine relationships, among pertinent variables and, thereby understand a phenomenon., Education imparts qualities of mind, and character and understanding of, the basic principles and develop the, capacities of analysis, synthesis and, objectivity. Education is broader in, scope than training. Training is tied, to the goals of organisations more, than to the goals of the individual., Development, refers, to, the, learning, opportunities, designed, to help employees grow. It covers, not only those activities which, improve job performance but also, those which bring about growth of, the personality, help individuals, in the progress towards maturity, and actualisation of their potential, , 2021–22, , Ch_06.indd 162, , 04-10-2019 2:07:44 PM

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Staffing, , 163, , Difference between Training and Development, Training, It is a process of increasing knowledge, and skills., It is to enable the employee to do the job, better., It is a job oriented process., , capacities so that they become not, only good employees but better men, and women., The field of training and development concerned with improving, deals with the design and delivery, of learning to improve performance, within organisations. In some organisations the term Learning and, Development is used instead of, Training and Development in order to, emphasise the importance of learning, for the individual and the organisation., In other organisations, the term, Human Resource Development is, used., , Training Methods, There are various methods of training., These are broadly categorised into, two groups: On-the-Job and Off-theJob methods. On-the-Job methods, refer to the methods that are applied, to the workplace, while the employee, is actually working. Off-the-Job, methods are used away from the work, place. The former means learning, while doing, while the latter means, learning before doing., , Development, It is a process of learning and growth., It is to enable the overall growth of the, employee., It is a career oriented process., , On, , the, , Job Methods, , (i) Apprenticeship Programmes:, Apprenticeship, programmes, put the trainee under the, guidance of a master worker., These are designed to acquire, a higher level of skill. People, seeking to enter skilled jobs, to, become, for example, plumbers,, electricians or iron-workers,, are often required to undergo, apprenticeship training. These, apprentices are trainees who, spend a prescribed amount, of time working with an, experienced guide, or trainer., A uniform period of training is, offered to trainees, in which both, fast and slow learn here, are, placed together. Slow learners, may require additional training., (ii) Coaching: In this method, the, superior guides and instructs the, trainee as a coach. The coach or, counselor sets mutually agreed, upon goals, suggests how to, achieve these goals, periodically, reviews the trainees progress, , 2021–22, , Ch_06.indd 163, , 04-10-2019 2:07:44 PM

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Business Studies, , 164, , and suggests changes required, in behavior and performance., The trainee works directly with a, senior manager and the manager, takes full responsibility for the, trainee’s coaching. Classically, the trainee is being groomed, to replace the senior manager, and relieve him from some of, his duties. This gives a chance, for the trainee to learn the, job also., (iii) Internship Training: It is a, joint programme of training in, which educational institutions, and business firms cooperate., Selected, candidates, carry, on regular studies for the, prescribed period. They also, work in some factory or office to, acquire practical knowledge and, skills., (iv) Job Rotation: This kind of, training involves shifting the, trainee from one department, to another or from one job to, another. This enables the trainee, to gain a broader understanding, of all parts of the business and, how the organisation as a whole, functions. The trainee gets fully, involved in the departments, operations and also gets a, chance to test her own aptitude, and ability. Job rotation allows, trainees to interact with other, employees facilitating future, cooperation among departments., , When employees are trained by, this method, the organisation, finds it easier at the time of, promotions, replacements or, transfers., , Off, , the Job Methods, (i) Class Room Lectures/Confer­, ences: The lecture or conference, approach is well adapted to, conveying specific informationrules, procedures or methods., The use of audio-visuals or, demonstrations can often make, a formal classroom presentation, more interesting while increasing, retention and offering a vehicle, for clarifying more difficult, points., (ii) Films:, They, can, provide, information, and, explicitly, demonstrate skills that are not, easily represented by the other, techniques. Used in conjunction, with conference discussions, it is, a very effective method in certain, cases., (iii) Case Study: Taken from actual, experiences of organisations,, cases represent attempts to, describe, as accurately as possible, real problems that managers have, faced. Trainees study the cases, to determine problems, analyse, causes,, develop, alternative, solutions, select what they, believe to be the best solution,, and implement it., , 2021–22, , Ch_06.indd 164, , 04-10-2019 2:07:44 PM

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Staffing, , 165, , (iv) Computer Modelling: It simul­, ates the work environment by, programming a computer to, imitate some of the realities, of the job and allows learning, to take place without the risk, or high costs that would be, incurred if a mistake were made, in real life situation., (v) Vestibule Training: Employees, learn their jobs on the equipment, they will be using, but the, training is conducted away from, the actual work floor. Actual, work environments are created, in a class room and employees, use the same materials, files and, , equipment. This is usually done, when employees are required to, handle sophisticated machinery, and equipment., (vi) Programmed Instruction: This, method incorporates a prearran­, ged and proposed acquisition of, some specific skills or general, knowledge. Information is broken, into meaningful units and these, units are arranged in a proper, way to form a logical and, sequential learning package i.e., from simple to complex. The, trainee goes through these units, by answering questions or filling, the blanks., , Key Terms, Staffing, , Personnel Management, , Human Resource Management, Recruitment, Training, , Selection, , Development, , Performance Appraisal, , Assessment Tests, , Summary, Meaning: Staffing has been described as the managerial function of, filling and keeping filled, the positions in an organisation structure., This is achieved by, first of all, identifying requirement of work force,, followed by recruitment, selection, placement, promotion, appraisal, and development of personnel, to fill the roles designed into the, organisation structure., Need and Importance of Staffing: In any organisation, there, is a need for people to perform work. The staffing function of, management fulfills this requirement and finds the right people for, the right job., , 2021–22, , Ch_06.indd 165, , 04-10-2019 2:07:44 PM

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Business Studies, , 166, , The staffing function has assumed greater importance these days, because of rapid advancement of technology, increasing size of, organisation and complicated behaviour of human beings. The, ability of an organisation to achieve its goal depends upon the, quality of its human resources., Staffing as part of Human Resource Management: Staffing is a, function which all managers need to perform. It is a separate and, specialised function and there are many aspects of human relations, to be considered., It is the responsibility of all managers to directly deal and select, people to work for the organisation. When the manager performs the, staffing function his role is slightly limited. In small organisations,, managers may perform all duties related to employees salaries,, welfare and working conditions., But as organisations grow and number of persons employed increases,, a separate department called the human resource department is formed, which has specialists in the field to manage people., Human Resource Management includes many specialised activities, and duties which the human resource personnel must perform., Evolution of HRM: Human resource management has replaced the, traditional concept of labour welfare and personnel management., HRM in its present form has evolved from a number of significant, inter-related developments, which date back to the era of industrial, revolution. Emergence of trade union movement led to the need of, a person who could act as an effective link between the owners and, workers., You may have observed that all these aspects are concerned with, the human element in the industry as distinct from the mechanical, side of the enterprise. Thus, staffing is an inherent part of human, resource management as it is the practice of finding, evaluating and, establishing a working relationship with people, for a purpose., Staffing Process: The prime concern of the staffing function in, the management process is the timely fulfillment of the manpower, requirements within an organisation., Estimating the Manpower Requirements: Performance of each, job necessitates the appointment of a person with a specific set, of educational qualifications, skills, prior experience and so on., Operationally, understanding the manpower requirements would, necessitate workload analysis on the one hand and workforce, analysis on the other., 2021–22, , Ch_06.indd 166, , 04-10-2019 2:07:44 PM

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Staffing, , 167, , Recruitment: Recruitment may be defined as the process of searching, for prospective employees and stimulating them to apply for jobs in, the organisation., Selection: Selection is the process of choosing from among the, pool of the prospective job candidates developed at the stage of, recruitment., Placement and Orientation: Orientation is introducing the selected, employee to other employees and familiarising him with the rules, and policies of the organisation. Placement refers to the employee, occupying the position or post for which the person has been, selected., Training and Development: What people seek is not simply a job but a, career. Every one must have the opportunity to rise to the top. The best, way to provide such an opportunity is to facilitate employee learning., Recruitment, Recruitment refers to the process of finding possible candidates for, a job or function., Sources of Recruitment: The requisite positions may be filled up, from within the organisation or from outside. Thus, there are two, sources of recruitment – Internal and External., Internal Sources: Recruitment from within the enterprise. There are, two important sources of internal recruitment, namely, transfers, and promotions., External Sources: An enterprise has to tap external sources for various, positions because all the vacancies cannot be filled through internal, recruitment. The commonly used external sources of recruitment are, Direct Recruitment, Casual Callers, Advertisements, Employment, Exchange, Placement Agencies and Management Consultants,, Campus Recruitment, Recommendations of Employees, Labour, Contractors, Advertising on Television and Web Publishing., Process of Selection: (i) Preliminary Screening: Application Form, (ii) Selection Tests: (a) Intelligence Tests (b) Aptitude Test (c), Personality Tests (d) Trade Test (e) Interest Tests, (iii) Employment (iv) Interview, (v) Reference and Background, Checks, (vi) Selection Decision, (vii) Medical Examination, (viii) Job, Offer (ix) Contract of Employment, Training and Development, Need of Training and Development, The rapid changes taking place in our highly sophisticated and, complex society have created increased pressures for organisations, , 2021–22, , Ch_06.indd 167, , 04-10-2019 2:07:44 PM

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Business Studies, , 168, , to readapt the products and services produced, the manner in which, products and services are produced and offered, the types of jobs, required and the types of skills necessary to complete these jobs., Training is any process by which the aptitudes, skills and abilities, of employees to perform specific jobs are increased., Education is the process of increasing the knowledge and, understanding of employees. It is the understanding and, interpretation of knowledge., Development refers to the learning opportunities designed to help, employees grow., Training Methods, There are various methods of training. These are broadly categorised, into two groups: On-the-Job and Off-the-Job methods., On the Job Methods, (i) Apprenticeship Programs (ii) Coaching (iii) Internship Training, (iv) Job Rotation, Off the Job Methods, (i) Class Room Lectures/Conferences (ii) Films (iii) Case Study, (iv) Computer Modelling (v) Vestibule Training (vi) Programmed, Instruction., , Exercises, Very Short Answer Type, 1. What is meant by staffing?, 2. State the two important sources of recruitment., 3. The workers of a factory are unable to work on new machines, and always demand for help of supervisor. The Supervisor is, overburdened with their frequent calls. Suggest the remedy., ( Hint: training), 4. The quality of production is not as per standards. On, investigation it was observed that most of the workers were, not fully aware of the proper operation of the machinery., What could be the way to improve the quality of production, to meet the standards? (training)., 5. The workers of a factory remain idle because of lack of, knowledge of hi-tech machines. Frequent visit of engineer, is made which causes high overhead charges. How can this, problem be removed. (vestibule training), , 2021–22, , Ch_06.indd 168, , 04-10-2019 2:07:44 PM

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Staffing, , 169, , Short Answer Type, 1. What is meant by recruitment? How is it different from, selection?, 2. An organisation provides security services. It requires such, candidates who are reliable and don’t leak out the secrets of, their clients. What steps should be incorporated in selection, process?, 3. A company is manufacturing paper plates and bowls. It, produces 1,00,000 plates and bowls each day. Due to local, festival, it got an urgent order of extra 50,000 plates and, bowls. Explain the method of recruitment that the company, should adopt in the given circumstances to meet the order., 4. Distinguish between training and development., 5. Why are internal sources of recruitment considered to be, more economical?, 6. ‘ No organisation can be successful unless it fills and keeps, the various positions filled with the right kind of people for, the right job.’ Elucidate, Long Answer Type, 1. ‘Human resource management includes many specialized, activities and duties.’ Explain., 2. Explain the procedure for selection of employees., 3. What are the advantages of training to the individual and to, the organisation?, 4. , Kaul Consultants have launched www.naukaripao.com, exclusively for senior management professionals. The, portal lists out senior level jobs and ensures that the job is, genuine through rigorous screening process., a. State the source of recruitment highlighted in the case, above., b. State four benefits of the above identified source of, recruitment., 5. A company, Xylo limited, is setting up a new plant in India, for manufacturing auto components. India is a highly, competitive and cost effective production base in this, sector. Many reputed car manufacturers source their auto, components from here. Xylo limited is planning to capture, about 40% of the market share in India and also export to, the tune of at least ` 50 crores in about 2 years of its planned, , 2021–22, , Ch_06.indd 169, , 04-10-2019 2:07:45 PM

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Business Studies, , 170, , operations. To achieve these targets it requires a highly, trained and motivated work force. You have been retained by, the company to advise it in this matter. While giving answers, keep in mind the sector the company is operating., Questions:, a. Outline the process of staffing the company should, follow., b. Which sources of recruitment the company should rely, upon. Give reasons for your recommendation., c. Outline the process of selection the company should, follow with reasons., 6. A major insurance company handled all recruiting, screening, and training processes for data entry/customer service, representatives. Their competitor was attracting most of the, qualified, potential employees in their market. Recruiting, was made even more difficult by the strong economy and, the ‘jobseeker’s market.’ This resulted in the client having to, choose from candidates who had the ‘soft’ skills needed for, the job, but lacked the proper ‘hard’ skills and training., Questions, a. As an HR manager what problems do you see in the, company?, b. How do you think it can be resolved and what would be, its impact on the company?, 7. Ms. Jayshree recently completed her Post Graduate Diploma, in Human Resource Management. A few months from now, a large steel manufacturing company appointed her as its, human resource manager. As of now, the company employs, 800 persons and has an expansion plan in hand which may, require another 200 persons for various types of additional, requirements. Ms. Jayshree has been given complete charge, of the company’s Human Resource Department., Questions, a. Point out, what functions is she supposed to perform?, b. What problems do you foresee in her job?, c. What steps is she going to take to perform her job, efficiently?, d. How significant is her role in the organisation?, , 2021–22, , Ch_06.indd 170, , 04-10-2019 2:07:45 PM