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Recruitment, Selection & Job Analysis, Flexible Work Schedules…
Recruitment, Selection & Job Analysis
Flexible Work Schedules
Flextime work
- Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or work
- All employees are required to be present during a designated "Core Period"
- Flexible hours reduce absenteeism and lateness
- Employees can schedule their working hours for the time of day when they are most productive
Job Sharing
- The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee
Telecommuting
- The use of person computers, networks to do work in home that traditionally done in the workplace
Compressed Workweek
- Shortening the number of days in the workweek by lengthening the number of hours worked per day
- The four-day, forty-hours, generally referred to as 4/10 or 4/40
- Reducing weekly hours to 38 or 36 hours or scheduling 80 hours over 9 days (9/80), taking one day off every other week
Successful Telecommuting
- Identify jobs best suited to distance work
*Select responsible employees
- Establish employee feedback procedures and performance review methods for evaluation
- Establish formalized telecommuting procedures
- Begin a formal training program
- Keep Telecommuters informed and "In the loop"
- Recognize when telecommuting isn't working
Benefits
- Recruitment and retention of employees
- Coordinating employee work schedules with productions schedules
- Accommodating the leisure-time activities of employees while facilitating employee person appointment
- Improvements in employee job satisfaction and morale
- Increased flexibility for employees
- Ability to attract workers who might not otherwise be available
- Lessened burden on working parents
- Less time and money wasted on physical commuting
- Increased productivity
- Reduced absenteeism
Disadvantages
- Overtime payments required for Fair wages Act for employees working over 40 hours in one week
- The additional stress on managers and employees and long workdays
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Goals of Recruitment
- To Achieve organizational objective
- To enhance productivity or performance
- To build a succession plan
- Organizations can not exist without employees
The Recruitment Process
- Creating a pool of available and qualified potential employees
- It can be internal or external recruitment process
Internal web based: Internet Job boards, Professional or career websites and employer website
- Forecasting demand for labor and supply of labor
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Selection Process
- Applications and background checks
- Employment tests
- Interviews
- References and recommendations
- Physical examination
- Selection decision
- Job offer
Internet Recruting
Advantages
- Low cost
- Time saving
- Expanded or global pool
- Better targeting of specific audience
Disadvantages
- More unqualified applicants
- Additional work for HR staff
- Applicants might not seriously seeking employment
- Access limited or unavailable to some applicants
- Privacy of information
- Discrimination issues
Job Analysis
Job Analysis
- The process of obtaining information about jobs by determining what the duties, tasks or activities of jobs
- HR manager use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development
- The ultimate purpose of job analysis to improve organizational performance and productivity
Job Specification
- Statement of the needed knowledge, skills and abilities (KSAs) of the person who is perform the job
Job Description
- Statement of tasks, duties and responsibilities (TDRs) of a job to be performed
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Job Analysis Process
- Select job to study
- Determine information to collect: Tasks, responsibilities skill requirements
- Identify sources of data: Employees, supervisors/Managers
- Methods of data collections: interview, questionnaires, observation, diaries and records
- Evaluate and verify data collection: Other employees, supervisors/managers
- Write job analysis report
Job Analysis Techniques
Interviews
The job analyst may question individual employee and manager about job under interview
Questionnaire
The job analyst may circulate prepared questionnaires to be filled out individually by jobholder and managers
Observation
The job analyst may learn about the jobs by observing and recording on a standardized form the activities of jobholders
Diaries
Jobholders are asked to keep diaries of their work activities for an entire work cycle
Problem of job analysis
- Lack of experts in job analysis
- Inadequate finances
- Changing job demands
- Person fit and organization fit issues
- Demand and supply dynamics
- External influence(Political , Competition)
Job Design
An outcome of job Analysis that improves job through technological hand human considerations in order to enhance organization efficiency and employee job satisfaction