HUMAN RESOURCES MANAGEMENT

CAT-2
PREPARATION NOTES

1. 1. Recruitment:

Recruitment and selection process in an organization is important in order to attract an effective

workforce. This is important because it would determine the business success and would affect
the whole organization operation. One of the most valuable assets in an organization is the
employees.

Recruitment is defined as the process of attracting individuals on a timely basis, in sufficient

numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an
organization (Mondy & Noe, 2008). There are two main stages of recruitment. Firstly, strategic
planning is needed to define the objectives and goals of the organization. Next, human resource
planning is needed to identify the whether there are surplus or shortage of workers or just
enough workers to achieve the organizational goals. The objective of recruitment is to attain
the number and quality of employees that can be chosen to help the organization achieve its
objectives and goals. It also helps to create a pool of potential employees for the organization
in order for the management to select the right applicant for the right job.

Recruitment is a process concerned with searching, finding and hiring the most competent
candidates for various job positions within the organization. It is a process which is meant for
filling up the vacant job positions within the company. Strong recruitment process of an
organization enables in acquiring right peoples for right positions at a right time. It attracts
competent workforce and motivates them to apply for available job positions. Process of
recruitment differs from organization to organization as per their nature and size of operations.

1.2. Meaning of Recruitment:

Recruitment is a positive process of searching for prospective employees and stimulating them
to apply for the jobs in the organization. When more persons apply for jobs then there will be
a scope for recruiting better persons.

The job-seekers too, on the other hand, are in search of organizations offering them
employment. Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs. In simple words, the term recruitment refers to discovering the source from where
potential employees may be selected. The scientific recruitment process leads to higher
productivity, better wages, high morale, reduction in labour turnover and enhanced reputation.
It stimulates people to apply for jobs; hence it is a positive process.

Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified
personnel and making out selection of requisite manpower both in their quantitative and
qualitative aspect. It is the development and maintenance of adequate man- power resources.
This is the first stage of the process of selection and is completed with placement.

1.3. Definition of Recruitment

According to Edwin B. Flippo, “It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization.” He further elaborates
it, terming it both negative and positive.

He says, “It is often termed positive in that it stimulates people to apply for jobs, to increase
the hiring ratio, i.e. the number of applicants for a job. Selection, on the other hand, tends to be
negative because it rejects a good number of those who apply, leaving only the best to be hired.

In the words of Dale Yoder, Recruitment is the process to “discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an efficient
working force.”

Kempner writes, “Recruitment forms the first stage in the process which continues with
selection and ceases with the placement of the candidates.”

In personnel recruitment, management tries to do far more than merely fill job openings. As a
routine the formula for personnel recruitment would be simple i.e., just fill the job with any
applicant who comes along.

Joseph J. Famularo has said, “However, the act of hiring a man carries with it the presumption
that he will stay with the company-that sooner or later his ability to perform his work, his
capacity for job growth, and his ability to get along in the group in which he works will become
matters of first importance.”
1.4. Purpose and Importance of Recruitment

The purpose of the recruitment process is rather elaborate. From acquiring new talent to
continuity of business activities, the importance of an effective recruitment process.

1. Determines the Present & Future Requirements

The recruitment process assists a company in evaluating its present and future staffing
requirements. It conducts a methodical examination of company operations to determine the
right number of recruits necessary.

2. Prevents Disruption of Business Activities

The process of recruitment ensures that the daily activities of your organization are carried out
seamlessly. It provides businesses with all necessary human resources regularly for various job
positions. The recruitment process selects individuals from a variety of backgrounds to meet
the organization’s needs.

3. Increases Success Rate of Hiring

This approach is effective in stimulating the success percentage of the company’s selecting
process. It analyzes all the job applications to minimize the frequency of unqualified and
exaggerating candidates. Only qualified employee’s applications are advanced to the next stage
of the recruitment process.

4. Expands Talent Pool

The goal of recruitment is to create a wide pool of qualified candidates from which one has to
choose the most qualified individual for the job. This approach draws big groups of individuals
and encourages them to apply for open opportunities in a company.

5. Cost-Effective

It focuses on minimizing total costs and time spent on finding suitable employees. Recruitment
is a well-organized and methodical approach in which a large number of people are given a
detailed description of a job opening. A good job description attracts a large number of people
at a lower cost.

6. Improves the Credibility of the Organization

A business organization’s reputation is bolstered by a strong recruitment process. It assesses

the validity of job openings and reflects the professionalism and authenticity of the company.
The adoption of a good application method by a company organization will aid in increasing
the trust of job applicants. This, in turn, attracts the attention of highly qualified applicants for
your company.

1.5. Importance of Recruitment Process:

1. Attracts More And More Candidates

Process of recruitment attracts more and more candidates for applying to job vacancies in a
company. It gives clear description of job positions available to candidates and induce them to
apply for the vacancies in organization.

2. Fil Up the Position With Right Candidates

This process is serve as an important source for getting talented and skilled workforce.
Companies get access to a large pool of candidates from which they can easily choose the most
suitable candidates possessing the key skills required for distinct job positions. This way they
are able to place right person at right place which leads to enhance their overall performance.

3. Link Employer with Employee

It serves as a medium for linking employer with employees by bringing a large number of
candidates within the organization. Recruitment process is responsible for advertising about
company’s job vacancies. It informs peoples about hiring process and this way employer come
in contact with large number of employees for choosing the most appropriate one.

4. Provide A Backup

Providing a backup of human resource to organization is another important advantage of

recruitment process. Every organization has a fear of its workforce leaving their job positions
in middle of project that may bring heavy losses. Recruitment process solve this issue easily
by keeping a backup of well candidates and prepares them to begin performing right away in
the organization.

5. Plays A Role in Organizational Growth

Recruitment process have a pivotal role in enhancing the overall organization growth. It ensures
continuity to business operations by supplying right candidates at right time on a regular basis.
Organization get best-suited candidates for job positions which deliver their roles in efficient
way thereby leads to promote organizational growth.
1.6. Factors affecting Recruitment:

The factors affecting recruitments can be classified as internal and external which are explained
below:

1. Internal Factors:

(i) Organization Policies and Practices:

Policies and practices of the organization affect the system of recruitment of the organization.
Some organizations may adopt the practice of recruiting from within the organization through
promotion, transfer, lay-off etc., and others may go for external sources. Some organizations
adopt the practice of recruiting the persons from backward castes and communities, physically
handicapped persons etc., and others may give importance to merit irrespective of caste, creed
and religion.

(ii) Image of the Organization:

Image or the impression that an organization gives to the public considerably influences on
the recruitment process of the organization. Kind of job environment, benefit it provides to
its employees, employer employee relation that prevails in the organization enhance the
image of the organization. Better the image, better the quality of applicant and vice-versa.

(iii) Wage and Salary Policies:

Benefits provided by the organization to its employees have a great influence on its
recruitment system. Higher salaries and wages consistent with the merit and experience of
the employees will certainly attract meritorious and experienced employees towards the
organization.

(iv) Promotion and Retirement Policies:

Company which provides better promotion prospects to its dedicated and meritorious
employees and offers retirement benefits like pension or gratuity to those who are serving in
the company for a minimum fixed period also affect the recruitment policy of the organization
and in turn attract meritorious and able persons towards the organization.

(v) Working Conditions:

Good working conditions like proper lighting and ventilation, safety provisions, welfare
measures like bonus, quarter’s facility, subsidized food, medical facility etc., influence
positively on the recruitment system of the organization.

2. External Factors:

External factors like government regulations, trade union restrictions, labour market
conditions, legal factors, economic factors, cultural factors, location of the organization etc.,
also influence the recruitment system of the organization.

(i) Government Regulations:

Government regulations towards Backward Caste, Scheduled Caste, Scheduled Tribes and
women have a direct impact on recruiting practices and hence organisations have to
observe these regulations while recruiting its employees.

(ii) Trade Union Restrictions:

Trade union always wants to protect the interest of its members and hence interfere in the
recruitment process of the organization. Therefore, while making the recruitment, interest
of the trade union should be kept in mind and process should be continued.

(iii) Labour Market Conditions:

Labour market conditions in India are always volatile i.e., changing. At any given point of time
there may be a surplus or a shortage of well qualified candidate in a particular category of post
for which vacancy is to be filled up. If well qualified candidates are in short supply recruitment
becomes difficult and if the candidates are excess with suitable qualification, selection becomes
difficult. Therefore, it is necessary to take a note of labour market condition while recruiting
the employees.

(iv) Legal Factors:

Legal factors like prohibition of employment of children, prohibition of employment of women

in night shift, provision of security to the workers in underground mines, abolition of bonded
labour, regulation of employment of contract labour, safety of scheduled caste, scheduled tribe
and other weaker sections of society, discrimination in employment on the basis of religion,
caste, sex, etc., influence on the recruitment practice of the organization.

(v) Economic Factors:

Economic factors like cost of recruitment, capacity of recruiting competent persons, working
conditions in other similar organizations etc., also affect the recruitment practice of the
organization.

1.7. Process of Recruitment:

Recruitment process

Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.
Recruitment Planning (HR Planning)

Recruitment planning is the first step of the recruitment process, where the vacant positions
are analyzed and described. It includes job specifications and its nature, experience,
qualifications, and skills required for the job, etc.

A structured recruitment plan is mandatory to attract potential candidates from a pool of

candidates. The potential candidates should be qualified, experienced with a capability to take
the responsibilities required to achieve the objectives of the organization.

Identifying Vacancy

The first and foremost process of recruitment plan is identifying the vacancy. This process
begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains −

Number of posts to be filled

Number of positions
Duties and responsibilities to be performed
Qualification and experience required

When a vacancy is identified, it the responsibility of the sourcing manager to ascertain whether
the position is required or not, permanent or temporary, full-time or part-time, etc. These
parameters should be evaluated before commencing recruitment. Proper identifying, planning
and evaluating leads to hiring of the right resource for the team and the organization.

Job Analysis

Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities,
skills, abilities, and work environment of a specific job. These factors help in identifying what
a job demands and what an employee must possess in performing a job productively.

Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the job relatedness of employment procedures such as
selection, training, compensation, and performance appraisal.

The following steps are important in analyzing a job −

Recording and collecting job information

Accuracy in checking the job information
Generating job description based on the information
Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job specifications.

Job Description

Job description is an important document, which is descriptive in nature and contains the final
statement of the job analysis. This description is very important for a successful recruitment
process.

Job description provides information about the scope of job roles, responsibilities and the
positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities.

Job description is generated for fulfilling the following processes −

Classification and ranking of jobs

Placing and orientation of new resources
Promotions and transfers
Describing the career path
 Future development of work standards

A job description provides information on the following elements −

Job Title / Job Identification / Organization Position

Job Location
Summary of Job
Job Duties
Machines, Materials and Equipment
Process of Supervision
Working Conditions
Health Hazards

Job Specification

Job specification focuses on the specifications of the candidate, whom the HR team is going
to hire. The first step in job specification is preparing the list of all jobs in the organization
and its locations. The second step is to generate the information of each job.

This information about each job in an organization is as follows −

Physical specifications
Mental specifications
Physical features
Emotional specifications
Behavioural specifications
A job specification document provides information on the following elements −

Qualification
Experiences
Training and development
Skills requirements
Work responsibilities
Emotional characteristics
Planning of career
Job Evaluation

Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.

The main objective of job evaluation is to analyze and determine which job commands how
much pay. There are several methods such as job grading, job classifications, job ranking,
etc., which are involved in job evaluation. Job evaluation forms the basis for salary and wage
negotiations.

Recruitment Strategy

Recruitment strategy is the second step of the recruitment process, where a strategy is prepared
for hiring the resources. After completing the preparation of job descriptions and job
specifications, the next step is to decide which strategy to adopt for recruiting the potential
candidates for the organization.

While preparing a recruitment strategy, the HR team considers the following points −

Make or buy employees

Types of recruitment
Geographical area
Recruitment sources

The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −

Setting up a board team

Analyzing HR strategy
Collection of available data
Analyzing the collected data

Setting the recruitment strategy

Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon the
requirement of the job. After the recruitment strategy is done, the searching of candidates will
be initialized. This process consists of two steps −

Source activation − Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
Selling − Here, the organization selects the media through which the communication
of vacancies reaches the prospective candidates.
Searching involves attracting the job seekers to the vacancies. The sources are broadly divided
into two categories: Internal Sources and External Sources.

Internal Sources

Internal sources of recruitment refer to hiring employees within the organization through −

Promotion
Transfers
Former Employees
Internal Advertisements (Job Posting)
Employee Referrals
Previous Applicants
External Sources

External sources of recruitment refer to hiring employees outside the organization through −

Direct Recruitment
Employment Exchanges
Employment Agencies
Advertisements
Professional Associations
Campus Recruitment
Word of Mouth
Screening / Shortlisting

Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps –

Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job

While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates −

Reason for change of job

Longevity with each organization
Long gaps in employment
Job-hopping
Lack of career progression
Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In this
process, after the resumes are screened, the candidates are contacted through phone or video
by the hiring manager. This screening process has two outcomes

−It helps in verifying the candidates, whether they are active and available.

It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.
Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −

Shortlisting 5 to 10 resumes for review by the hiring managers

Providing insights and recommendations to the hiring manager
Helps the hiring managers to take a decision in hiring the right candidate
Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a costly
process, hence it is important that the performance of the recruitment process is thoroughly
evaluated.

The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −

Salaries to the Recruiters

Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.
Administrative expenses and Recruitment overheads
Overtime and Outstanding costs, while the vacancies remain unfilled
Cost incurred in recruiting suitable candidates for the final selection process
Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.
Finally, the question that is to be asked is, whether the recruitment methods used are valid or
not? And whether the recruitment process itself is effective or not? Statistical information on
the costs incurred for the process of recruitment should be effective.

1.8. Sources of Recruitment:

The eligible and suitable candidates required for a particular job are available through various
sources. These sources can be divided into two categories, as shown

I.Internal Source:

1. Promotions:

The promotion policy is followed as a motivational technique for the employees who work
hard and show good performance. Promotion results in enhancements in pay, position,
responsibility and authority. The important requirement for implementation of the promotion
policy is that the terms, condi-tions, rules and regulations should be well-defined.

2. Retirements:

The retired employees may be given the extension in their service in case of non--availability
of suitable candidates for the post.
3. Former employees:

Former employees who had performed well during their tenure may be called back, and higher
wages and incentives can be paid to them.

4. Transfer:

Employees may be transferred from one department to another wherever the post becomes
vacant.

5. Internal advertisement:

The existing employees may be interested in taking up the vacant jobs. As they are working in
the company since long time, they know about the specification and description of the vacant
job. For their benefit, the advertisement within the company is circulated so that the employees
will be intimated.

II. External Sources of Recruitment:

1. Press advertisement:

A wide choice for selecting the appropriate candidate for the post is avail-able through this
source. It gives publicity to the vacant posts and the details about the job in the form of job
description and job specification are made available to public in general.

2. Campus interviews:

It is the best possible method for companies to select students from various educational
institutions. It is easy and economical. The company officials personally visit various institutes
and select students eligible for a particular post through interviews. Students get a good
opportunity to prove themselves and get selected for a good job.

3. Placement agencies:

A databank of candidates is sent to organizations for their selection purpose and agencies get
commission in return.

4. Employment exchange:

People register themselves with government employment exchanges with their personal
details. According to the needs and request of the organization, the candidates are sent for
interviews.
5. Walk in interviews:

These interviews are declared by companies on the specific day and time and conducted for
selection.

6. E-recruitment:

Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites
on which candidates upload their resume and seek the jobs.

7. Competitors:

By offering better terms and conditions of service, the human resource managers try to get the
employees working in the competitor’s organization.

1.9. Oracle Recruiting?

• Oracle Recruiting part of Oracle Cloud HCM, is the most complete and innovative
solution on the market.

• Design tailored candidate experiences to different employment types with personalized

career sites, native recruitment marketing campaigns, and intelligent digital assistants.

• Maintain recruiting productivity from anywhere with candidate recommendations free

from bias, analytics that predict future hiring outcomes, and automation tools that
simplify job creation, interview scheduling, workflow completion.

Connect recruiting with the rest of your HCM ecosystem to understand the skills of your
workforce, drive internal mobility, and deliver seamless hiring experiences

1.9.1. Process of Oracle Taleo Recruiting Cloud Service

• Requisition Creation
The hiring manager or recruiter creates a requisition within the Taleo system to define the job
requirements, including job title, description, qualifications, and other details.
• Job Posting and Sourcing
Once the requisition is created, the recruiter can post the job opening to various job boards,
career sites, and social media platforms directly from the Taleo system. Additionally,
recruiters can actively source candidates from internal databases, talent pools, and external
sources.
• Applicant Tracking:
As candidates apply for the job opening, their applications are automatically captured and
stored within the Taleo system. Recruiters can track each candidate's progress through the
recruitment process, including screening, interviewing, and assessment stages.

• Candidate Screening and Assessment:

Taleo provides tools for screening and evaluating candidates based on predefined criteria and
assessments. Recruiters can review resumes, conduct interviews, administer tests, and
collaborate with hiring managers to assess candidate suitability.

• Interview Management:
Taleo offers features for scheduling and managing interviews, including coordination with hiring
managers and interviewers, sending automated reminders, and capturing feedback after each
interview.
• Offer Management:
Once a suitable candidate is identified, recruiters can use Taleo to generate and manage job
offers. This may involve creating offer letters, negotiating terms, obtaining approvals, and
tracking offer acceptance.
• Onboarding:
After the offer is accepted, Taleo can facilitate the onboarding process by guiding new hires
through paperwork, orientation materials, and training tasks. Integration with other HR systems
may enable seamless transition from recruitment to onboarding
• Analytics and Reporting
Throughout the recruitment process, Taleo provides insights and analytics to track key metrics
such as time-to-fill, cost-per-hire, applicant demographics, and recruitment effectiveness.
Recruiters can generate customizable reports to monitor performance and make data-driven
decisions.
• Compliance and Data Security
Taleo includes features to ensure compliance with relevant regulations and data security
standards. This may include tools for managing consent, handling sensitive data, and
maintaining audit trails.
 2. Selection and Its Process:
2.1. Introduction:

Selection is an important process because hiring good resources can help increase the overall
performance of the organization. In contrast, if there is bad hire with a bad selection process,
then the work will be affected and the cost incurred for replacing that bad resource will be high.

The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For meeting
the goals of the organization, it is important to evaluate various attributes of each candidate
such as their qualifications, skills, experiences, overall attitude, etc. In this process, the most
suitable candidate is picked after the elimination of the candidates, who are not suitable for the
vacant job.

The organization must follow a proper selection process or procedure, as a huge amount of
money is spent for hiring a right candidate for a position. If a selection is wrong, then the cost
incurred in induction and training the wrong candidate will be a huge loss to the employer in
terms of money, effort, and also time. Hence, selection is very important and the process should
be perfect for the betterment of the organization.

2.2. Definition of Selection :

• Selection is the process of choosing from the candidates, from within the organization
or from outside, the most suitable person for the current or future positions
• Dale Yoder said, “Selection is the process by which candidates for employment are
divided into classes those who will be offered employment and those who will not.”
• David and Robbins said, “Selection process is a managerial decision-making process
to predict which job applicants will be successful if hired.”
• According to Thomas H. Stone, “Selection is the process of differentiating between
applicants in order to identify (and hire) those with a greater likelihood of success in a
job.”

2.3. Significance of Selection:

Significance of selection might be brought to limelight, with reference to the following

advantages, which it provides to the organisation:

(i) Reduced labour turnover:

Properly selected candidates feel like staying in the organisation; as suitable work on matching
jobs, assigned to them is a source of satisfaction to them. Hence, the phenomenon of
unnecessary labour turnover is highly minimised – making for a stable labour force in the
organisation. This benefits both the organisation and the worker.

(ii) Lesser need for training:

Properly selected personnel exhibit a lesser need for training; as their suitability for the jobs to
be assigned to them, has already been verified through the selection-procedure. As such the
necessity for arranging ‘routine-training programmes’ for such personnel is rules out – saving
organisation’s time, efforts and costs involved in conducting such training programmes.

(iii) Self-motivation and high morale:

When suitable candidates (i.e. ‘best-fits’) are assigned to matching jobs; such personnel feel
self-motivated towards the best performance of’ their jobs. The constant state of self-
motivation over a period of time helps in building high morale of such personnel, for the
organisation.

(iv) More and better production – leading to profit maximization:

A derivative advantage of the ‘self-motivation and high morale’ is that the production (or
performance) turned out by ‘best fits’ is not only more in quantity; but is also of a superior
quality. This phenomenon leads to profit maximisation, for the enterprise, in the long-run.

(v) Good human relations:

As a result of good selections, there is a better environment for working in the organization.
Such environment helps to promote good human relations in the organization; which is one of
the highly valued assets of the organization.

2.4. Process of selection:

There is no standardized selection procedure to be used in all organizations or for all jobs. The
steps or procedure differ from job to job or even position to position and firm to firm. These
steps are series of successive hurdles or barriers which an applicant must cross. These are
designed to eliminate an un-qualified and un-desirable candidate from the selection process.

Step # 1. Scrutiny of Applications:

The first and foremost step in the process of selection is receipt of applications and scrutiny or
screening of applications received just to ensure that applicants possess requisite qualification
and fulfill all the conditions required and whether application is complete in all respect etc.
Incomplete applications are kept out of the list and applications complete in all respect and
applicants who fulfill all the conditions are called for preliminary interview.

Step # 2. Preliminary Interview:

Preliminary interview is generally conducted by a junior executive or assistant of the personnel

department. Preliminary interview is conducted to know about the candidate, his or her
qualification, skill knowledge, experience salary expected etc., and also to give information
about the company, nature of the job, method of performing job etc.

Preliminary interview saves time and effort of company and candidates as it helps to determine
whether job to be offered suits to the candidates and candidate is fit to do a job. Due to overage,
physical unfitness, lack of required education and experience, some of the job seekers may be
unsuitable. Therefore, to test the suitability and employability of the candidate preliminary
interview is conducted.

Step # 3. Application Blank:

Those who have crossed the hurdle of preliminary interview will be given application blank. It
is a device of collecting information from the candidates. Generally big firms use different
printed application forms for different job that will be issued to the candidates for collecting
information.

Generally application blank or form contains the following information:

(i) Name, address, telephone number etc.

(ii) Personal information like age, sex, marital status, place of birth etc.

(iii) Education and family background.

(iv) Physical characteristics like height, weight etc.

(v) Extracurricular activities like games and sports, hobbies, membership of professional
bodies, personal achievements like prizes won, medals received etc.

(vi) Experience in different organizations if any and salary drawn and salary expected etc.

Step # 4. Selection Test:

Use of tests in the process of selection of an employee has become very much common now.
Standardised tests are available in order to judge the attitude, behaviour, ability, interest and
aptitude of the candidates. For this purpose, aptitude test, intelligence test, skill test, knowledge
test, personality test, interest test etc., are conducted depending upon the nature and type of job.

Tests help in understanding the abilities and weakness of the candidates and are helpful in
matching the job with candidates. Test is one of the best devices for selecting the candidates
when applicants are in large number. Thus, tests help to reduce bias in selection by serving as
a supplementary screening device.

Step # 5. Interview:

Interview is a widely and commonly used technique of selecting an employee in almost all the
organizations. Though rest of the steps is not followed by all the organizations, interview is
compulsorily conducted by all the organizations before selecting its employees. It is a
conversation between two persons which involves a personal, observational and face to face
appraisal of candidates for employment.

Depending upon the nature of the job, different types of interviews are conducted. Interview
may be formal interview, informal interview, structured or unstructured interview, depth
interview, group interview, stress interview, panel interview etc. Interview helps to cross-check
the information collected through application and test helps to judge whether candidate is really
suitable for the post for which he has applied and whether the candidate really possesses all the
qualities claimed in the application.
Thus, interview is a tool through which information about the candidate is collected,
information about the company is given and suitability of the candidate for a particular job is
judged.

Step# 6. Background Investigation

Background Investigation is intended to verify that information on the application form is

correct and accurate.

This step is used to check the accuracy of the application form through former employers and
references. Verification of education and legal status to work, credit history, and criminal record
are also made. Personal reference checks may provide additional insight into the information
furnished by the applicant and allow verification of its accuracy.

Past behaviour is the best predictor of future behaviour. It is important to gain as much
information as possible about past behaviour to understand what behaviour one can expect in
the future. Knowledge about attendance problems, insubordination issues, theft, or other
behavioural problems can help one avoid hiring someone likely to repeat those behaviours.
Background investigations primarily seek data from references supplied by the applicant,
including his or her previous employers. The intensity of background investigations depends
on the level of responsibility inherent in the position to be filled.

Step # 7. Medical Examination:

Those who have successfully completed the above process of selection are subject to medical
examination by the medical officers appointed or recognized by the company. Physical fitness
of the candidate is checked through medical examination. The main objective of conducting
medical examination is to ensure that candidate is physically fit to handle the job and to offer
his services.

Those who are physically unfit to handle the job or those who are physically handicapped or
those who are suffering from contagious diseases are kept out of the list and are not finally
selected and those who are physically fit are only selected to perform the job.

Step # 8. Checking References:

Checking reference is another important step in the process of selection. Here references given
by the candidate in their application about their status is checked by the organization before
offering the job. Generally applicant is asked to mention in his application form the names and
addresses of at least two persons whom he knows well.

The organization contacts such persons through mail or telephone and collects the information
about the candidate who has applied for the job. The information so collected is kept
confidential and is useful in judging the behaviour and character of the candidates. However,
information supplied by the referees is not fully reliable as they may be biased or favourable
to the candidates.

Step # 9. Final Approval, Placement and Induction:

If a candidate qualifies in the process of selection, he is finally selected and an appointment

letter may be given to him mentioning the post for which he is selected, terms of appointment,
pay scales, the date by which the candidate should join etc. Initial appointment will be on
temporary basis.

On successful completion of his probationary period of one or two years, employee will be
confirmed in the job on permanent basis. When candidate joins the organization by giving
joining report, the personnel manager receives him and places him in a job for which he is
selected and introduces him to the company, his job and colleagues.
 3.1. Job Description
1.1. Concept of Job Description:
A job description is a useful, plain-language tool that explains the tasks, duties, function and
responsibilities of a position. It details who performs a specific type of work, how that work is
to be completed, and the frequency and the purpose of the work as it relates to the organization's
mission and goals.
Job descriptions are used for a variety of reasons, such as determining salary levels, conducting
performance reviews, clarifying missions, establishing titles and pay grades, and creating
reasonable accommodation controls, and as a tool for recruiting.
Job descriptions are useful in career planning, offering training exercises and establishing legal
requirements for compliance purposes. A job description gives an employee a clear and concise
resource to be used as a guide for job performance. Likewise, a supervisor can use a job
description as a measuring tool to ensure that the employee is meeting job expectations.
1.2. Definition of Job Description:
• Gary Dessler
“Job description is a list of job duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities”
• DeCenzo and Robbins
"A job description is a written statement of what the job holder does, how it is done under what
conditions it is done and conditions of employment. It should accurately portray job content,
environment and conditions of employment “.
• Pigors and Myres
"Job description is a pertinent picture (in writing) of the organizational relationship,
responsibilities and specific duties that constitute a given job or position. It defines a scope of
responsibility and continuing work assignment that are sufficiently different from those of other
job to warrant a specific title."
1.3. Components of Job Description:
Example of Job Decription:
 Job Specification
1.1. Introduction :
Job specification is another aspect of job analysis. It describes the type of
employee required (in terms of skill, experience, and special attitude, and test
scores of various types) and outlines the particular working conditions that are
encountered on the job.
The job specification (in the usual form) includes a brief job summary designed
to give the recruiter a feel of the job and to set the stage for greater detail.
Job specifications translate the job description into terms of the human
qualifications which are required for the successful performance of the job.
Job specification or employee specification is a statement of the minimum
acceptable human qualities in terms of educational qualifications, experience,
skills, and aptitude required for a job.
1.2.Definition of Job Specification :
• According to Dale Yoder, “The job specification, as such a summary
properly described is thus, a specialized job description, emphasizing
personnel requirement and designed specially to facilitate selection and
placement.”
• According to Edwin B. Flippo, “A job specification is a statement of
minimum acceptable human qualities necessary to perform a job properly.”
• Gary Desslar has defined job specification as, “A list of job’s human
requirements that is the requisite education, skills, personality and so on.”
• According to Bohlander and Snell (2004), “Job specification is a statement
of the needed Knowledge, Skills, Abilities (KSAs) of the person who is to
perform the job”.
1.3.Characteristics of job specifications
• Physical Characteristics – It includes health, strength, endurance, age range, body size,
height, weight, vision, voice, foot coordination, colour discrimination and motor
coordination.
• Psychological Characteristics – It includes qualities like manual dexterity, mechanical
aptitude, judgement, analytical ability, resourcefulness, mental alertness and
concentration.
• Personnel Characteristics – It includes the qualities like personal appearance, good and
pleasing manners, emotional stability, aggressiveness and submissiveness, extroversion
 or introversion, leadership, cooperativeness, skill in dealing with others, unusual
sensory qualities of sight, etc.
1.4. Elements of Job Specification
• Physical Specifications:
The physical abilities and skills must be specified. The kind of physical effort required, and
the duration of such exertion are the points discussed here. The features include height,
weight, vision, finger dexterity, voice, hand and foot coordination, motor coordination,
colour discrimination, age, gender, etc.
• Mental Specifications:
Intelligence, memory, judgement, ability to plan, ability to estimate, to read, to write, to
think, concentrate and conceptualize, and analytical ability come within the purview of
mental specifications. Intelligence test measures the over-all intelligence quotient (IQ) of a
candidate.
• Emotional and Social Specifications:
Individuals are required to discharge duties in work environment that demand particular
behavioural disposition. A person working in the reception of an organization, or a public
relations department needs to interact with many unknown people throughout the day.
• Behavioural Specifications:
While executing and performing the duties and responsibilities, a person needs to execute
a set of manners, behavioral disposition, etiquette, and conform to norms. Accomplishing
the task is not an end in itself. It is the employee behavior that constitutes the organizational
culture.
• Personal Specifications:
Personal specifications include attributes of the person essential to perform the job correctly
and adequately. The person’s characteristics must be relevant, independent, and assessable.
Relevant – Only those characteristics, connected demonstrably with the success or failure
of the job, should be specified. Independent – Overlapping elements should be avoided.
Assessable – Only those attributes that can be assessed with the selection tools that are
available (usually application form and interviews) should be included.
1.5. Components of Job Specification
• Educational Qualification
This parameter gives an insight on how qualified a certain individual is. It covers their basic
school education, graduation, master's degree, other certifications etc.
• Experience
Job specification clearly highlights the experience required in a particular domain for
completing a specific job. It includes work experience which can be from a specific
industry, position, duration or in a particular domain. Managerial experience in handling
and managing a team can also be a job specification criteria required for a particular
position
• Skills & Knowledge
This is an important parameter in job specification especially with knowledge and skill
based profiles. The higher the position in a company, the more niche the skills become and
more is the knowledge required to perform the job. Skills like leadership, communication
management, time management, team management etc. are mentioned.
• Personality traits and characteristics
The way in which a person behaves in a particular situation, handles complex problems,
generic behavior etc. are all covered in the characteristics of a job description. It also covers
the emotional intelligence of a person i.e how strong or weak a person is emotionally

Case of Designing Job Decription and Specification

 4.1. Training and Development

1.1. Introduction:

Training and Development is the continuous process of improving skills, gaining knowledge,
clarifying concepts and changing attitude through structured and planned education by which
the productivity and performance of the employees can be enhanced. Training and
Development emphasize on the improvement of the performance of individuals as well as
groups through a proper system within the organization which focuses on the skills,
methodology and content required to achieve the objective. Good & efficient training of
employees helps in their skills & knowledge development, which eventually helps a company
improve its productivity leading to overall growth.

Training is about knowing where you are in the present and after some time where will you
reach with your abilities. By training, people can learn new information, new methodology and
refresh their existing knowledge and skills. Due to this there is much improvement and adds
up the effectiveness at work. The motive behind giving the training is to create an impact that
lasts beyond the end time of the training itself and employee gets updated with the new
phenomenon. Training can be offered as skill development for individuals and groups.

1.2. Definitions :

• Training is the important subsystem of human resource development. Training is a

specialized function and is one of the fundamental operative function and is one of the
fundamental operative functions for known resource management.

• Training is a short-term process utilizing a systematic and organized procedure by

which non-managerial personnel acquire technical knowledge and skills for a definite
purpose. It refers to instruction in is technical and mechanical operations, like operation
of some machines. It is designed primarily for non- managers, It is for a short duration
and it is for a specific job- related purpose.

• According to Dale S Beach, "Training is the organized procedure by which people learn
 knowledge and for skill for a definite purpose."

• According to Planting, Cord and Efferson, "Training is the continuous, systematic

development process among all levels of employees of that knowledge and their skills
and attitude which contribute to their welfare and that of the company."

• According to Chowdhary D.P. “Training is a process which enables the trainees to

achieve the goals and objectives of their organizations.”

1.3. Role of Training and Development:

1) Increase in Efficiency/productivity: Training brings about increase in quantity and quality

of goods produced resulting in high productivity. A well- trained employee makes better and
economical use of available resources (material, machines, and equipment).Optimum
utilization of resources results in reduced cost on production and higher profits.

2) Heightened Morale: Training results in increased morale of employees because of reduction

in dissatisfaction at work, reduced complaints, and reduced absenteeism, and increased interest
in work during the post- training period. Heightened morale results in increased loyalty to the
organization.

3) Better Industrial Relations: Training provides a platform for maintaining smooth industrial
relations. Employees develop a feeling that organization is taking care and interest in them
through training programmes.

4) Reduced Supervision and Direction: A trained employee knows what job he has to do and
how to do that job and requires no guidance and supervision. Supervisors can devote their time
to solve more important problems rather than concentrating on consent and regular supervision.

5) Increasing Organizational Stability and Flexibility: Training provides opportunities for the
employs to learn and acquire skills to work in several departments in an organization. Training
also results in low rate of labor turnover which means high consistency in organizations in
retaining people for long period of time. Low labor turnover means high organizational
stability. Flexibility is ensured because employees may be placed in several departments over
a period of time as they acquire multiplicity of skills through adequate training.

6) Technical Advances: The pace of the technical advancement is another reason why training
is necessary. The technology is changing so fast that, if a company wants to stay in the
competition it must develop the technical knowledge of its employees through continuous
training.

7) Organizational Complexity: With the emergence of automation and mechanization,

manufacturing of multiple products and by- products, etc., most of the companies have become
complex. This calls for training in the skills of coordination, integration and adaptabilities to
the requirements of growth and expansions.
1.4. Need of Training:

(i) To Match the Employee Specifications with the job Requirements and Organizational
Needs: An employee’s specifications may not exactly suit to the requirements of the job and
the organization irrespective of his past experience, qualifications, skills, knowledge etc. Thus
management may find deviations between employee’s present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing and
molding the employee’s skill, knowledge, attitude, Behavior etc., to the tune of job
requirements and organizational needs.

(ii) Organizational Viability and the Transformation process: The primary goal of most of the
organizations is their viability and efficiency. But the organizational viability is continuously
influenced by environmental pressures. If the organization does not adapt itself to the changing
factors in the environment, it will lose its market share. If the organization desires to adopt
these changes, first it has to train the employees to impart specific skills and knowledge in
order to enable them to contribute to the organizational efficiency and to cope with the
changing environment. In addition, it provides continuity to the organization process and
development.

(iii) Technological Advances: Every organization, in order to survive and to be effective,

should adopt the latest technology i.e., mechanization, computerization and automation.
Technology alone does not guarantee success unless it is supported by people possessing
requisite skills. So, organization should train the employees to enrich them in the areas of
changing technical skills and knowledge from time to time.

(iv) Organizational Complexity: With the emergence of increased mechanization and

automation, manufacturing of multiple products and by- products or dealing in services of
diversified lines, extension of operations to various regions of the country or in overseas
countries, organization of most of the companies has become complex. This leads to growth in
number and kind of employees and layers in organizational hierarchy. This in turn, creates the
problems of coordination and integration of activities at various levels. This in turn, creates the
problems of coordination and integration of activities at various levels. This situation calls for
training in the skills of co-ordination, integration and adaptability to the requirements of
growth, diversification and expansion. Companies constantly search for opportunities to
improve organizational effectiveness. Training is responsible for much of the planned change
and effectiveness in an organization as it prepares the people to be the change agents and to
implement the programmes of effectiveness.

(v) Change in the Job Assignment: Training is also necessary when the existing employee is
promoted to the higher level in the organization and when there is some new job or occupation
due to transfer. Training is also necessary to equip the old employees with the advanced
disciplines, techniques or technology.

1.5. Process of Training and Development

1.Needs Analysis:

A needs analysis is a method of evaluating the knowledge and skills of a specific target
audience to identify any gaps in their abilities. This analysis can provide essential insights into
what training objectives should be set for group members, allowing organizations to tailor their
approach to suit individual requirements.

The process of conducting a needs analysis involves surveying the target audience and
gathering relevant data from them. Questions should focus on their current level of knowledge,
understanding and capability in areas relating to the training objectives desired by the
organization. From this information, it will be possible to pinpoint any gaps between the current
state and preferred outcome.
2. Define the goals and objectives:

Once you identify organisational needs, the next step is to set a specific goal or objective for
the training and development. Whether it is spreading awareness about new product launching
or learning the installation process of new software, establish a clear plan that meets the needs
of your training program. Here is a list of a few common goals an organisation may have:

• Improving product quality: Customers are often more quality-conscious and require
companies to consistently improve their product quality to remain competitive in the
market. Regular training and development sessions enable the company to deliver better
services and ensure a consistent quality of products.
• Eliminating wastage of time: It is necessary to track the learning capabilities of
employees and determine how much time they require to learn. Organisations can
encourage employees with slower learning speeds to improve their performance
through training and development initiatives.
• Implementing safety precautions: Every company is responsible for the safety of its
employees, managers and clients working within its premises. This requires offering
training sessions on workplace safety, information about proper handling of equipment
and the creation of safe and friendly products.
• Assisting effective management: It is essential to develop effective management,
planning and control in the company to avoid management-related issues. The
knowledge offered during a training program can enable employees and employers to
handle challenging situations more effectively.

3. Content Development:

Creating content for training initiatives can be a daunting task, but it doesn't have to be. With
the right approach and focus on creating learning objectives, content development can be more
effective and engaging. Content development requires careful consideration of the desired
outcomes and objectives that need to be met in order to reach those goals. It should also involve
incorporating relevant elements such as text, images, videos, interactive elements, and
assessments.

4.Design the Training Program:

Designing a training program should be done in a systematic and organized manner. It involves
determining the instructional design of the program, selecting an appropriate delivery method,
creating a schedule for the program, and developing the curriculum. We will also look at some
best practices to ensure that you create an effective learning experience for your participants.

5. Training Methods

There exist different types of training methods used by the organization based on the goals and
objectives of the training and development program. Here are few commonly used training
methods in corporate world-

• Orientations: It is generally used to introduce the newly joined employee to the

organizational work culture. It includes few lecture sessions, meetings with supervisor
and information regarding the history of the organization. This training is used to make
sure the newcomer feels welcomed in the organization and become aware about their
work profile, goals and objectives of organization, policies as well as rules and
regulations to be followed.
• Lectures: This is a one-way communication method, mostly used when important
information has to be conveyed to large number of employees. The information can be
related to new updates in policies or any change management action in the organization.
• Case Study: Here the participants are given a situation in terms of case study and they
have to provide solutions on the stated problem in the provided case. It is a best way to
impart decision making skill and sharpen the judgment skills of the employee.
• Role Playing:A scenario is created and each participant is assigned a particular role to
play out. The participant can practice their actual job work using role play method. The
facilitator provides immediate feedback to the participant which helps them to improve
their performance. These kinds of scenario are very effective while providing marketing
and management training.
• Simulations: It can be used as a kind of games created from real-life scenarios. The
benefits of this simulations is that employee gets better understanding of whole
organizational structure and can study actual day-to-day problems to get a relevant
solutions on it.
• Computer-Based Training: The employees are provided study material and instruction
on the computer. It allows employees to learn on their own pace and time.
• Self-Instruction: Individualized instruction, programmed learning, personalized
systems of instruction, correspondence study and learner-controlled instruction are
 different types of self-instruction training. Here employees are responsible for their own
learning.
• Audiovisual Training: In this type of training films, television and videotapes are used
to expose employees to the real life situation. The presentation includes the situation
and how the problem stated in the situation is resolved. It helps employee to gain
knowledge about diverse corporate situations and provide them an appropriate direction
to take decisions.
• Team-Building Exercises: The training is associated with the human behavior. It
includes activities which can improve group dynamics and worker-management
relations. It can be in the form of outdoor exercise or brainstorming sessions in the
office.
• Apprenticeships and Internships: It is a kind of on-the-job training in which the newly
joined employee works with experienced employee and learns work related skills while
performing the actual job.
• Job Rotation: In order to enhance the understanding about the whole organization and
to add skills the job rotation method of training is used. Here employees do different
types of job on rotational basis and gain knowledge of different work profile.

6.Implementation of program

The management and HRM department takes a meeting with different supervisors to decide
the time period of implementation of the training and development program. The
implementation of orientation programs and other newcomer training programs is carried out
right after joining of the employee. The specific skills training programs are launched based on
the workload and free time span available to the employee. The on-the-job training program is
an ongoing process and employees should be informed about it in advance.

7.Evaluation and constant monitoring

The evaluation of training and development program is generally carried out at the time of
performance appraisal. The changes in performance and attitude are noted based on the
performance review. The increase in productivity and accuracy of work indicates the success
of training and development program. Improved work harmony and organizational citizenship
behaviour indicates the wellbeing created by development programs. The constant monitoring
of the behaviour of the employee is achieved based on the monthly goal attainment and team
work of the employee. Additional training programs are launched in the case of absence of any
positive results in terms of improved employee performance.

Case for developing training module for NASA (SELP) :

• NASA’s vision and mission necessitate that its workforce is ready and able to lead the
world in space exploration, scientific discovery, technology development, and
managerial excellence.

• NASA centers have hands-on systems engineering development programs that provide
targeted development and systems engineering training locally.

• NASA identified the need for an advanced, agency-wide program that competitively
selects high-potential system engineers. As a result, the agency established the Systems
and Engineering Leadership Program (SELP).

• According to a recent survey of “The Best Places to Work in the Federal Government,”
conducted by the Partnership for Public Service, NASA ranked first among large federal
agencies for the third consecutive year

• Rankings were based on factors such as overall employee satisfaction and commitment,
leadership effectiveness, match between employee skills and mission needs, pay,
strategic management, teamwork, innovation, work-life balance, support for diversity,
and performance-based rewards and advancement.

• NASA’s training and development services placed first among similar offerings at other
large federal agencies.

2. APPEL Knowledge Services:

APPEL has twice been named “Best academy in the world” in a global benchmarking study
of project academies conducted by Human Systems International, a subsidiary of the Project
Management Institute.
APPEL offers a wide range of courses to enhance and refine critical job skills, provide hands-
on learning experiences, and supplement formal educational programs.
APPEL helps ensure the agency’s technical workforce has the skills and knowledge they need
to advance mission success at NASA.
3.Systems Engineering Leadership Program (SELP):
• SELP is a comprehensive program that provides leadership development, technical
hands-on experience, leadership and technical training, benchmarking, mentoring, and
coaching.
• The NASA Systems Engineering Behavior Study, and Behavior Competency Model.
The behaviors exhibited by NASA’s highly valued systems engineers fall into five
broad themes with associated competencies and their observable behaviors: leadership,
attitudes and attributes, communication, problem solving and systems thinking, and
technical acumen.
• SELP provides engineers with an agency-wide perspective, hands-on engineering
developmental assignments beyond what they can learn and experience at their home
centers, advanced leadership skills development, and exposure to innovative
government and industry-wide engineering concepts
3.1.SELP Candidate Criteria:
• Full–time, permanent GS-13 to GS-15 NASA employee or a senior systems engineer
at JPL.
• Bachelor’s degree in engineering or Specialties of Aerospace Technology (AST)
equivalent.
• Be willing and available to leave their home center and take on an assignment at another
NASA center for 6 to 9 months.
3.2. Purpose of SELP:
• Technical assignments round out core SE competencies providing engineers with end-
to-end life cycle experience.
• Exposure to innovative SE Organizations (Government/Industry) drives innovative
thinking
• Advanced Leadership Skills Development builds NASA’s future leaders
• Exposure to other NASA Centres breeds understanding, builds relationships, and offers
new ways of doing business
• SELP Retention Rate is 98.4% since inception
• SELP develops SE Leaders faster than traditional training methods
3.3. SELP Learning Strategies
• The Leadership Choices Model : Leadership development workshops are held to
support the acquisition and refinement of critical leadership skills and abilities.
• NASA Systems Engineering 360 Assessment: Instrument developed from the systems
engineering behaviour study which helps participants understand how extensively and
effectively they are applying these systems engineering behaviours.
 • Leadership Training Workshops: Training in SELP focuses on leadership, attitudes and
attributes, communication, political savvy, problem solving, and systems and strategic
thinking
• Coaching: The participant’s 360 Degree Assessment results are used to form the basis
for their leadership development strategy and coaching goals throughout the SELP year.
3.4. SELP Learning Elements
• Developmental Assignments
1.Identify the competencies
2.Six additional dimensions—life cycle phase, mission, level (e.g. subsytem,
instrument, system, vehicle), project level (e.g., task, project, element, program),
leadership experience, and human or robotic
• Technical Training
Participants are expected to have the pre-requisite or equivalent courses upon entering
SELP. Little time is available for additional courses during the program year, but
participants can sign up for additional APPEL courses or take advantage of center
courses as needed for their assignment and as time permits.
• Centre Visits and Outside Benchmarking

Benchmarking with other NASA centres and outside organizations to expand the
participant’s understanding and awareness of effective systems engineering and
leadership is part of each leadership workshop

• Mentoring and Job Shadowing

All participants are assigned a mentor to guide them in their developmental assignment.
Participants are also encouraged to shadow other centre leaders as time permits to learn
more about their assignment centres and different leadership styles.

1.6. Evaluating the Effectiveness of Training and Development

1.Holton's Evaluation Model

Holton's Evaluation Model is a comprehensive framework developed by Elwood F.
Holton III, a prominent figure in the field of human resource development (HRD). The
model provides a systematic approach to evaluating training and development
interventions within organizations. It is often used to assess the effectiveness of training
programs and initiatives. Holton's model consists of five levels, each representing a
different aspect of evaluation:
 • Reactions: This level focuses on participants' immediate reactions to the training, such
as their satisfaction with the program, the perceived relevance of the content, and their
overall experience during the training session.
• Learning: The learning level assesses the extent to which participants have acquired
new knowledge, skills, or competencies as a result of the training. Evaluation methods
at this level may include tests, quizzes, demonstrations, or observations of behavior
change.
• Behavior: At this level, the focus shifts to observable changes in behavior or
performance on the job. Evaluators examine whether participants are applying the
knowledge and skills learned during the training in their workplace tasks and
responsibilities.
• Results: The results level evaluates the impact of the training program on organizational
outcomes, such as increased productivity, improved quality of work, cost savings, or
enhanced customer satisfaction. This level examines the broader effects of the training
on the organization as a whole.
• Return on Investment (ROI): The highest level of evaluation in Holton's model is ROI,
which quantifies the financial benefits of the training program relative to its costs. ROI
analysis involves comparing the monetary value of the program's outcomes (e.g.,
increased revenue or decreased expenses) to the investment required to implement and
deliver the training.

2. ARCS Model of Motivational Design:

• The ARCS Model of Motivational Design was developed by John M. Keller and his
colleague James M. Keller. It provides a systematic approach to designing and
implementing motivational strategies within instructional materials and training
programs. The model is based on four key components, represented by the acronym
ARCS:
• Attention: This component focuses on capturing and maintaining learners' attention. To
achieve this, instructional designers can employ various strategies such as using
novelty, surprise, humor, or multimedia elements to stimulate learners' interest and
curiosity at the beginning of a lesson or training session.
 • Relevance: Relevance refers to the degree to which learners perceive the content and
activities of a training program as meaningful and applicable to their needs and goals.
Designers can enhance relevance by demonstrating the practical benefits of the learning
material, highlighting its connection to learners' prior knowledge and experiences, and
aligning it with their personal or professional interests.
• Confidence: Confidence involves building learners' self-efficacy and belief in their
ability to succeed in the learning tasks. Instructional designers can boost learners'
confidence by providing clear instructions, breaking down complex tasks into
manageable steps, offering opportunities for practice and feedback, and recognizing
and reinforcing their progress and achievements.
• Satisfaction: Satisfaction refers to learners' positive feelings and attitudes toward the
learning experience. Designers can enhance satisfaction by creating a supportive and
enjoyable learning environment, incorporating interactive and engaging activities,
providing opportunities for social interaction and collaboration, and offering rewards
or incentives for participation and achievement.
3. Kaufman's Five Levels of Evaluation:

Kaufman's Five Levels of Evaluation, also known as the Organizational Elements Model,
was developed by Donald L. Kirkpatrick and then further expanded upon by Roger
Kaufman. This model provides a comprehensive framework for evaluating the
effectiveness of training and development programs within organizations. While similar
to Kirkpatrick's Four Levels of Evaluation, Kaufman's model includes an additional level,
making it more expansive. The five levels are as follows:
1. Input Evaluation: This level involves assessing the resources, materials, and support
systems allocated to the training program before its implementation. It focuses on
determining whether the necessary inputs, such as funding, personnel, facilities, and
technology, are sufficient to support the training initiative effectively.
2. Process Evaluation: Process evaluation examines the procedures, methods, and
activities employed during the training program's delivery. It assesses the quality of
instruction, the relevance of content, the appropriateness of instructional methods, and
the effectiveness of facilitators or trainers in delivering the training.
3. Product Evaluation: Product evaluation measures the immediate outcomes and outputs
of the training program, such as participants' learning achievements, skill development,
 and performance improvements. It focuses on assessing the extent to which the training
has achieved its intended objectives and outcomes.
4. Impact Evaluation: Impact evaluation examines the broader effects of the training
program on individuals, teams, departments, or the organization as a whole. It assesses
the tangible and intangible changes resulting from the training, such as increased
productivity, enhanced quality of work, cost savings, improved customer satisfaction,
or changes in behavior and attitudes.
5. Outcome Evaluation: Outcome evaluation focuses on the long-term, sustainable
benefits and consequences of the training program. It examines the extent to which the
training has contributed to achieving organizational goals, strategic objectives, and
desired outcomes over time. This level of evaluation considers the lasting impact and
value of the training investment to the organization.

4. Kirkpatrick's Four-Level Training Evaluation Model

Kirkpatrick's Four-Level Training Evaluation Model, developed by Donald L. Kirkpatrick, is

one of the most widely used frameworks for evaluating the effectiveness of training programs.
The model consists of four levels, each focusing on different aspects of evaluation:

1. Level 1: Reaction - This level assesses participants' reactions to the training program.
It involves gathering feedback on participants' satisfaction with the training content,
delivery methods, instructors, materials, and overall learning experience. Common
methods for collecting reactions include surveys, questionnaires, and interviews.

2. Level 2: Learning - Level 2 evaluates the extent to which participants have acquired
new knowledge, skills, or attitudes as a result of the training. It focuses on measuring
learning outcomes and assessing whether participants have achieved the intended
learning objectives. Evaluation methods at this level may include pre and post-tests,
quizzes, skill assessments, and observations of participant performance.

3. Level 3: Behavior - This level examines the transfer of learning from the training
environment to the workplace. It assesses whether participants are applying the
knowledge and skills acquired during the training on the job and whether there are any
observable changes in their behavior or performance. Evaluation methods may involve
supervisor evaluations, performance reviews, and direct observation of workplace
behavior.
4. Level 4: Results - Level 4 evaluates the impact of the training program on
organizational outcomes and goals. It focuses on measuring the tangible benefits and
results of the training in terms of improved productivity, efficiency, quality, customer
satisfaction, cost savings, or other key performance indicators. Evaluation methods may
include analysing organizational data, financial reports, customer feedback, and other
relevant metrics.
 6.1. Performance Appraisal

Performance appraisal, also known as performance review, performance evaluation, or

employee appraisal, is a systematic process used by organizations to assess and evaluate the
job performance of employees. The primary purpose of performance appraisal is to provide
feedback to employees regarding their performance, identify areas of strength and areas
needing improvement, set goals for future performance, and make decisions related to rewards,
promotions, training, and development.

6.1.1.Definition of Performance appraisal

• "Performance appraisal is the systematic evaluation of the performance of employees

and to understand the abilities of a person for further growth and development." - Dale
Yoder
• "Performance appraisal may be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual
or semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development." - Armstrong and Baron
• "Performance appraisal is a process of evaluating an employee's current and/or past
performance relative to his or her performance standards." - Wayne Cascio
• "Performance appraisal is the systematic description of an employee's job-relevant
strengths and weaknesses." - Edwards and Ewen
• "Performance appraisal is a process by which an organization measures and evaluates
an employee's job performance and behavior." – Dessler
 Case study on Performance Appraisal

Performance Appraisal system adopted IFFCO Tokio General Insurance

Introduction

IFFCO Tokio GENERAL INSURANCE is one of the India’s Largest Insurance providers.
IFFCO Tokio is an organization with a qualified team of professionals working together,
sharing views and ideas with passion to accomplish a common goal “To be an industry leader
in India”. The business environment they work in is dynamic with a high degree of competition.
To achieve their goal in such a situation, they must constantly challenge themselves to higher
levels of individual and group performance. And thus, Performance Management becomes a
key organizational priority.

Challenges

IFFCO Tokio contacted Empxtrack with four pressing issues:

1. Their performance management content was inconsistent, i.e. the goals varied
individual to individual. The guidelines were there but could not be adhered with
excellence on papers.

2. The process consumed a lot of time discouraging the employee to participate, and they
would come up with creative excuses every time.

3. The new age employees who were accustomed to computers hated and avoided writing
papers. Some of them used Word Document, but it also created a mess.

4. Reporting was cumbersome for HR and the management. Digging out simple
intelligence out of the system required mammoth efforts. The answer to some
performance questions could never be answered.

Solution

Empxtrack Team conducted a thorough research on the past two years performance documents
and provided consulting on the process, technology, and performance content.
The solution implemented for IFFCO Tokio had following features:

1. Create Company Goals and cascade them to all employees and ask them to create their
goals which contribute to Company’s Growth.
 2. Empxtrack helped IFFCO Tokio develop set of SMART Goals for all employees at all
levels. Employees could copy these standard goals and modify to meet their specific
needs. Thus, goals across the organization were standardized.

3. HR could initiate the Goal Setting Process and all employees communicated via e-
mails. The Goal Setting Completion reports were automatically generated and
forwarded to concerned managers. Frequent reminders were sent to employees to finish
the task in time.

4. Goal tracking allowed employees and managers to keep a watch on the progress on a
regular basis. The manager would easily mark the corrective actions and coaching notes
for employees to take action.

5. After the performance period was over, annual appraisal could be initiated
automatically for all employees with an email.

Empxtrack (outcome results)

IFFCO Tokio has been using the Empxtrack for last eight years, and they have seen significant
benefits. Not only several challenges were met, but the employee experience and
productivity also improved. The management could get clear insights on the organizational
talent. Here are some of the key results:

1. Goal Setting Process Completion: IFFCO Tokio team could complete the Goal Setting
Process for all employees across the country within 15 days. The average time taken by
the employee and manager to complete the process is now reduced to 3 hours. Earlier
this time was more than 2 days. The jump in time is attributed to the huge repository of
the SMART goals available within Empxtrack.

2. Appraisal Process Completion: In the same way, the time taken by the IFFCO Tokio to
complete the entire Appraisal was 30 days which has now reduced significantly.

3. Employee Performance Improvement: Employees who have used Empxtrack for more
than two years saw a significant jump in their appraisal scores. The average appraisal
scores in the organization have jumped from 4.3 to 4.7. The employees who have
dexterously used the software have gained several promotions and significant monetary
completion.
4. Employee Satisfaction: The objectivity and transparency has not only improved the
employee’s confidence in the organization but also improved overall employee
experience. Employees are vocal about the new system and confident that their
performance will not go unnoticed in the eyes of the management.

5. Management Reports: The time taken to create management reports for HR has reduced
from 2 weeks to 1 day for all the required reports. Not only has this reduced the burden
on HR but the accuracy of reports has also jumped to 100%.

6. Objective Compensation & Career Growth: Management is now able to use the
Appraisal & Goal Achievement Scores for compensating top performers as well as
identifying the leaders for tomorrow. The right candidates are not going unnoticed.