DPB6013 HUMAN RESOURCE MANAGEMENT

DPB6013/DPB50123

HUMAN
RESOURCE
MANAGEMENT

COMPILED BY
ROSMANIZAH DERAHMAN, PHD, ACCOC. CIPD

POLITEKNIK SULTAN IDRIS

1.0 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

1.1 Background Of Human Resource Management
1.1.1 Definition of Human Resource Management

The development and implementation of systems in an organization, designed to attract, develop
and retain a high performing workforce.
Purpose of HRM : i) people employed by the organization are being used efficiently and effectively in

the contribution of achieving organizational goal.
ii) satisfying the need of the employees ( satisfied workers will be more productive
and are an asset to the employer )

1.1.2 Importance of HRM

A good HR department is critical to an employee-oriented, productive workplace in which employees
are energized and engaged. Here are the reasons why.

• HR monitors the culture. Some organizations say that HR owns the culture, but as in all other
employee relations matters, I recommend that the ownership is spread across all employees.

• HR owns the overall talent management processes. In conjunction with other managers, HR
leads the way in management development, performance management, succession
planning, career paths, and other aspects of talent management. HR can't do it alone and relies
heavily on managers and executive staff to help plan and execute the strategies. However, HR
has to bring new ideas and effective practices into the organization.

• HR is responsible for the overall recruiting of a superior workforce. Once again, HR cannot do it
alone but must provide support to hiring managers who are also responsible for recruiting
a superior workforce. HR must provide leadership, training, scheduling assistance, a systematic
hiring process, recruitment planning processes, interview expertise, selection monitoring, and
more.

• HR recommends market-based salaries and develops an overall strategic compensation plan.
HR provides guidance to managers as they determine the salary ranges within their
organizations.

• HR attract and retain your best employees and researches, recommends and
implements employee benefits programs that attract and retain your best employees. HR is also
responsible for controlling costs and considering various options before recommending
adoption.

• HR is responsible for recommending and instituting strategies for people and the organization
that further the attainment of the organization's strategic goals. If your organization is changing
direction, developing new products, changing mission, vision, or goals, HR must lead the way
with employee programs and processes.

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• HR makes sure that workplace activities, events, celebrations, ceremonies, field trips,
and team building opportunities are occurring. Other employees plan and implement the
activities with or without HR's help, but the HR leader is generally responsible for monitoring the
budget and providing committee oversight.

• HR advocates for employees who have issues or conflict with management and coaches
managers and executives who seek a more effective approach to working with particular
employees. Not everyone loves each other but they need to develop effective working
relationships for contributions and productivity. HR can help by knowing the players and taking
on the necessary role of advocate, coach and/or mediator.

The importance of HR is easily overlooked in the busy day-to-day in the workplace, but without
contributions in each of these areas, the organization would be less successful.

1.1.3 Personnel Management And Human Resource Management

Previously, for 20th century, Personnel Management develop and maintained staffing system
( keep records, assist in administration of benefit and leave applications )

however it is insufficient since
HRM is required to go beyond administration and actively assist company in competing with

others) . HRM – helps company to build competitive advantage through human resources

DEFINITION HR PERSONNEL

the branch of management that focuses on The aspect of management that
the most effective use of the manpower of is concerned with the work
an entity, to achieve the organizational goals force and their relationship with
is known as Human Resource Management. the entity is known as Personnel
Management.

APPROACH Modern Traditional
As an Asset As machine/ tools
TREATMENT OF
MANPOWER Strategic function Routine Function
TYPES OF
FUNCTIONS Performance Evaluation Job Evaluation
BASIS OF PAY Treat manpower of the organization as Primarily on mundane activities
valued assets, to be valued, used and like employee hiring,
FOCUS preserved. remunerating, training, and
harmony

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1.1.4 Roles and structure of Malaysian Ministry of Human Resource

Ministry of Human Resources Malaysia aims to be the leading agency in the development and
management of a World Class Workforce in Malaysia.
• To uphold social justice and ensure harmonious industrial relations through solving industrial dispute

between employer and employee and awarding collective agreement.
• To ensure trade unions practice democracy, orderly and is responsible to assist achieving the

objective of industrial harmony.
• To be the leader in development of nation’s human resources.
• To ensure safety and health of workforce is assured.
• To develop skilled, knowledgeable and competitive workforce in a harmonious industrial relations

with social justice.
• To update and implement labor policies and laws to create efficient, productive and discipline

workforce with positive values and good work ethics.
• To update and implement occupational safety and health policies and laws to ensure a healthy and

safe work environment.
• To efficiently manage and independently resolve industrial dispute between employer and employee

in order to create a conducive work environment.
• To monitor and facilitate development and movement of trade unions to be orderly for the benefit of

the nation.
• To manage international relations in Labor Management field, technical co-operation in labor related

matters and human resources development.
• To encourage and coordinate tripartisme among employees, employers and Government and to

create harmonized relation toward Vision 2020.
• To plan and develop human resource through control and labor market analysis to formulate policies

relating to employment, development of skilled workforce and productivity linked wage system.
• To create job opportunities and job placement.
• To update and implement National Vocational Training Policy and strategies that will fulfil the

training needs in the private sector.
• To revise, update and develop the syllabus of skills training (NOSS), Skills Certification System

(MOSQ) and skills standard for implementation.
• To update and effective implementation of social safety facility to ensure sufficient safety net for

workers

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1.2 Function Of Human Resource Management
1.2.1 Functions Of Human Resource Management

Customers of HRM : employees at all levels in the organization.
Obj : ensure organization have the right people who will be able to achieve organizational goals.
Therefore HRM must perform these functions

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Human resource Planning

Recruitment and Selection

Training and Development

Compensation Management

Industrial Relations/ Relationship With Union

Performance Management

a. Human Resource Planning
HR Dept responsible on the overall planning on human resource. Planning is among the major action
performed by HR Dept
Eg : Every year, HR Dept would come out with a yearly planning on the overall human resource in an
organization. HR would plan on various issues in HR including recruitment, training, remuneration,
welfare and development of the employee.

b. Recruitment and selection
HR do the selection and recruitment process. HR department manage all the recruitment and selection
process and procedures. It includes cooperating with other department on the process to hire quality
workforce.
Eg : HR Dept cooperate with Operation Dept and decide on the criteria required for the new posts.

- Human Resource Planning
- Recruitment

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- Establish career movements eg transfers, promotions
- Set policies and disciplinary action
- Terminating employees
- Liaison with Immigration and Labour Dept
- Record Keeping

• Training and Development

- Hold induction program
- Provide skills training
- Organize supervisory and management development programmes
- Establish + Administer performance management and appraisal system
- Ensure staff have a good worklife balance

• Compensation/ Payment and Reward System

- Develop wage structure
- Establish incentives scheme
- Prepare info to prepare payroll ( ot, allowances etc )
- Advise on benefits ( scholarships, health benefit, EPF, loan etc)

• Health and Safety

- Keep Subordinate Free From Injury And Sickness
- Organize safety program
- Establish wellness program
- Accident investigation
- Provision of health services
- Establish program to prevent sexual harassment/ violence

• Employee Services/ welfare

- Overseeing facilities ( canteen, surau, nursing room, pantry etc )
- Provision of transport
- Provision of recreation facilities
- Counseling

• Industrial Relations/ Relationship With Union

- Grievance handling
- Trade union
- Collective bargaining negotiations
- Prepare contingency plan on strike

Performance Management

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- Establish criteria for performance in every department. Expose staffs with the performance
quality and analyse at the end of the year.

- Eg : HR establish the performance criteria with other departments, deliver the info to all staffs
and manage the performance appraisal system manually or using various performance info
system.

These functions must be achieved at minimum cost with maximum efficiency.
HRM have to establish a climate to make customers are comfortable and motivated to perform
to their best abilities.

1.2.2 Integration Functions Of Human Resource Management (ADDITIONAL)

Function shared between HR specialist and head of departments. Without careful planning and
control, it will lead to conflict.

Eg : Human Resource management are shared with a few parties such as HR specialist , Head of
Department ( eg Production Managers/ Marketing Managers/ Finance Manager etc), and some other
supervisors and other senior managers.

Therefore
i) HR Professionals have to plan and establish system which allow other managers to make

best use of the employees. Sometimes they have clear agreement on certain aspects
ii) Clear and written procedure manuals will help eg guidelines on recruitments,

responsibility etc
iii) Integrated communication between departments eg if the employees have disciplinary

problem, reports must be made by the other managers so that action can be taken by HR
Managers ( who are normally given this complicated task )
iv) HR specialist support other managers in handling employees

1.3 The Environmental Factors Influencing Changes in Human Resource Management

Employers and employees need to be aware of these changes and to manage them
successfully if they want to stay in business. Some notable changes divided into 2 – internal and
external factors

I) External factors - PESTLE

POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGY, LEGAL AND ENVIRONMENT

Technological Changes

1. As innovative and new product development increases, new method of work being
introduced, therefore organization must provide appropriate training to their
employees to enable them cope with jobs that require higher and greater skills and
knowledge.

2. HR management work also become easier since HR system allows easy retrieval of
info and preparing documents for reporting is easier. The paperwork document also
reduced with good IT.

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3. However some disadvantages were discovered when more employees are provided
with internet enabled computer. Eg net for non business information , copy confidential
company documents. Therefore companies introduces strict policies and surveillance
system that reporting on net activities.

4. However this led to fierce arguments about privacy at the workplace.

Globalization and increased Competition

1. Technological changes also made the competition more intense. With world with no
internet boundaries, many countries signed for free trade agreement such as AFTA. Other
countries and companies also trying to negotiate and establish free trade agreements.
Free Trade Agreements allows elimination on certain import duties and taxes.

2. Therefore business is competing with rivals from all over the world. As a result employer
are pressured to achieve more with less

3. Company also practiced mergers and joint ventures with others. Mergers and acquisition
is quite a challenge to HRM dept. Different group of works with different background and
cultures have to be integrated into one. Problems such some employees feel displaced,
feel treated as 2nd class etc

4. To be lean organization that sufficient to face problems, employer wants
i) Able to hire workers on short term contract
ii) Able to dismiss workers when required without paying
iii) Able to outsource to other companies that have more cost effective
iv) To compensate workers
However some being resisted by trade union due to many issue such as outshoring jobs
will mean unemployment, unemployment for aged employees, unemployed to local
workers etc.

Changes in nature of work
Technology might also contributes to some changes like many factory jobs have been

automated. Some company shift to use multiple jobs, part time workers, teleworking, flexitime or
even work from home jobs.

Changes in workforce demographic
Workforce are more diverse. Diversity management is quite a big challenge when HR

manager has to deal with different race, religion, nationality, gender, age and culture.

II) Internal factors

1/.Trade Unions

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Trade unions are formed to safeguard the interest of its members/workers. HR activities like
recruitment, selection, training, compensation, industrial relations and separations are carried out in
consultation with trade union leaders.

If the employees belong to trade union, company would wise to employ specialist to handle employees
especially when it comes to certain aspects like labor laws and management of human resources

2/.Organisational Culture and Conflict:
As individuals have personality, organizations have cultures. Each organisation has its own culture that
distinguishes one organisation from another. Culture may be understood as sharing of some core values
or beliefs by the members of the organisation “Value for time” are the culture of Reliance Industries
Limited. The culture of Tata conglomerate is “get the best people and set them free”.

HR practices need to be implemented that best fit the organisation’s culture. There is often conflict
between organizational culture and employee’s attitude. Conflict usually surfaces because of dualities
such as personal goal vs. organisational goal, discipline vs. autonomy, rights vs. duties, etc. Such conflicts
have their bearings on HR activities in an organisation.

3/.Professional Bodies:
Like other professional bodies, the MIHRM as the HR professional body regulates the functions of HR
practitioners in Malaysia . Thus, professional bodies also influence HR functions of an organization.
Other professional institute in Malaysia
MIHRM – Malaysian Inst. of HRM
Institute of Training and Development
Institut Tadbiran Awam Negara

4/.Size Of The Organization

The larger the organization( the higher number of employees ), the higher the percentage of them to have
separate unit to handle employees.

For small companies, they cannot afford to have separate dept for personnel, instead they are asking
administration dept to handle.

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5/. Ownership Of The Company

Multinational and joint venture companies should have to employ HR Dept. This is due to the
factor that HR Dept would provide info on the industrial relations and labor law eg unlike
production, marketing, finance, local expertise

6/. Philosophy Of Top Management

If management truly believes that the organizations success and profit are depend on cooperation
and effort of the workforce

Profession Size of Unionizati
al bodies the on of

Culture organizati workforce
on
ownership
Factors of the
influence
HR dept company

philosoph
y of top
managem

ent

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Employee Education and Expectation

1. Most employees have higher educational level. Due to that, they are more aware of their right
as employment rights and more liable to make compliant to the relevant authorities if their rights
being abused.

2. Easy access to internet that can exposed them to the rightful right. Eg Malaysian Ministry of
Human Resource have websites that can be visited by employees.

3. The job hopping to gain better employment term and conditions and some employer faced
high turnover rate has made employer dilemma and finally have made employer employs
foreign workers for temporary solutions. Later this situations lead to social problem in the long
term.

4. Loss of talented workers is a disasters. Moreover super performance is always in short supply
and whoever wins the war for talent will stay in business.

5. Although the level of education is rising but not every graduates are qualified. Therefore hr
managers have to offer various training schemes to fresh graduates to prepare them for the
world of work.

6. As the quality of health improves, workers expect to live longer after retirement of 55 years,
company have to modify policies to accommodate the need of older workers although
prejudice is unavoidable.

7. The expose on work-life balance require employers to keen on certain aspects before urging
workers to accomplish jobs especially in women whe traditionally women is the best caregivers
whether to kids or older parents.

Workforce Diversity

1. Some dissimilarities between age cohorts was found
Baby Boomers – Born after 1940 to 1964

Generation X - Born in 1965 to 1979
Generation Y – Born between 1980 to 2000

Dot.com generation

All cohorts have different expectation towards job. Eg
Gen Y – demand a work life balance ( able to work hard and can play hard too )

- Interested in orgn that offer flexibility, telecommuting.

- Also called instant noodle generation, expect immediate satisfaction from their work

- Less loyal to orgn, like to job hopping to find personal satisfaction

- They enjoy learning but will move if it ceases opportunities and growth

- Comfortable with technology

2. Foreigners and women are entering the workforce. While foreigners/ expatriates concentrate on
language and culture, women are always talk about sexual harassment and ‘glass ceiling’.

Useful Statistics

Malaysia key statistics for the year 2010 28 Million, 31.6M (2017), 32M (2018)
12 m, 67.7% participation (2017)
Population
Current labour force employed

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Where,

Unemployment rate 3.9% , 2.85% (2014), 3.45% (2015),

3.35% (2017)

Working population – 15-64 years – 32.3% of them were outside the labor force who are

housewives, students, retired, disabled

and those who are not interested.

Foreign workers 1.8 million, 1.7M (2017)
Life expectancy – Males 71.8 years, 72.7 yrs (2017)
Life expectancy – Females 76.3 years, 77.4 yrs (2017)

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2019 : UNEMPLOYMENT RATE : 4.5%

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2.0 JOB ANALYSIS
2.1.1 Concept of job Analysis

JOB ANALYSIS

The purpose of conducting a job analysis is to document the requirements of a job and detail
the work performed. A job analysis is imperative when writing a job description and is helpful in
recruiting and selecting an employee. It is also helpful when conducting performance appraisals.

2.1,2 Purpose of job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and performance
appraisal. Job Analysis can be used in training/"needs assessment" to identify or develop:
training content. ... equipment to be used in delivering the training.

Sample of Job analysis

Below is a sample job analysis. It includes sections on Job ID, Job Requirements (what is done
in the positions) and Employee requirements (what skills are needed by the person who holds
the position).

JOB ID

Job Title: Financial Planning Sales
Classification: Full Time Exempt Employee
Department/Division: Financial Product/ Western Regional
Location: Orange County California
Pay Grade: Level IV (Base + Commission

JOB REQUIREMENTS

A. Summary of Position
Researches and identifies target client sectors for financial product services. Develops and
implements a sales process to include initial contact, follow up, presentation and closing
procedures. Maintains records of contacts and sales status including contact reports, sales
projections and quota ratios.

B. Job Duties

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1) Research and Create targeted new client lists within Orange County California
territory

2) Makes initial contact with potential clients

3) Performs routine and regular follow up with potential clients

4) Performs routine and regular follow up with former clients

5) Visits potential clients and makes sales presentations

6) Closes sales

7) Maintains regular record reporting sales activity

C. Computer Skills and Software Used

1) Windows operating system

2) MS Office including Word, Excel and PowerPoint

3) Constant Contact or other Customer Relations Management Software

D. Reporting Structure

1) Reports to regional sales manager

2) Has nobody directly reporting to this position

3) Required to participate in Annual Sales Meeting

Employee Requirements
A. Education and Training

1) Bachelor Degree in business, finance or accounting or 5 Years experience and High
School Diploma. Bachelors Degree Preferred

2) ABC Financial Planning - Level 3 or higher (Fictional)

B. Skills and Aptitudes

1) Fearless cold caller, 250+ Outbound calls per week

2) Ability to close a sale

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3. Adapt to changing financial conditions and meet customer expectations
C. Environment and Physical

1) Work in high volume sales office
2) Be able to sit for prolonged periods of time
3) Be able to travel to client locations 25% of time
D. Licenses/Certifications
1) CFP - Certified Financial Planner
2) California Drivers License

2.1.3 Methods used in collecting data and conducting of job Analysis

a. Interviews
Job analyst would conduct face to face interview with job incumbent. Eg : To prepare a job
analysis of a clerk, an interview with clerks would be conducted to further study and learn about
the job and other requirements required to perform better

b. Surveys
A survey would be conducted among the job holders. Eg : In a large organization, there might
be a large number of clerk, thus survey would be conducted either thru online or hardcopy
survey to seek on the new and required characteristics and responsibilities of a clerk; a new
post which hr dept should prepare the job analysis with

c. Observation
Job Analyst would also observe the job incumbent to further explore on the requirement of the
particular post. Eg Job Analyst observe the nature of the job and how it can be further enhance
and improve

d. Journal and records
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Job Analyst would study journal and past records on the criteria, nature and characteristics of
the particular post. Eg Job Analyst found and learn that the post need an improvement on salary
or work process or may be it require more tools to perform the job effectively. Thru this method
job analyst would prepare the job analysis better.

2. 1.4 Documentation derived from of job Analysis

a. Job description
A job description or JD is a document that describes the general tasks, or other related duties,
andresponsibilities of a position. It may specify the functionary to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, and a salary
range.

Job Description Sample Template.
[Job Title]
Formal position title.
Reports To: The [job title] will report to [positions title or titles this position reports to].
Job Overview: Provide a brief, 4-sentence description of the role, what success in the position looks like,
and how it fits into the company or organization overall.
Responsibilities and Duties:

• List the essential duties required to carry out this job.
• List them in order of importance.
• Use complete sentences.
• Start sentences with verbs.
• Use the present tense.
• Use gender-neutral language.

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Qualifications:

• Education level.
• Experience.
• Specific skills.
• Personal characteristics.
• Certifications.
• Licenses.
• Physical abilities.

b. Job Specification

A statement of employee characteristics and qualifications required for satisfactory performance of
defined duties and tasks comprising a specific job or function. Job specification is derived from job
analysis.

A job specification defines the knowledge, skills and abilities that are required to perform a job in an
organization. Job specification covers aspects like education, work-experience, managerial experience etc
which can help accomplish the goals related to the job. Job specification helps in the recruitment &
selection process, evaluating the performance of employees and in their appraisal & promotion.

Job Specification Example
Here is a sample job specification, which is prepared for a marketing manager in a telecom company.

Education Must be an engineer and MBA in marketing for a reputed MBA institute

Work experience Must have prior work experience in marketing & sales (preferably telecom or FMCG)

Skills & Knowledge 1. Must be a good communicator and must be able to lead a team.
2. Prior experience in handling ATL-BTL activities and managing promotional events.
3. Must be able to handle social media like Facebook, Twitter and help build online brand
4. Experience in managing PR and media
5. Strong analytical skills and problem solving skills
6. Must understand business, come up with innovative products and launch them

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Personality Traits & 1. Must be presentable and a good orator
Characteristics
2. Should be calm in complex situations and show leadership skills in managing multiple
teams

3. Should be emotionally strong and should give timely deliverables

2. 1.5 Info obtained fro job analysis in hr function

Use of Job Analysis Information to Human Resource Management

The information produced by job analysis is used extensively in HRM. It is difficult to imagine
how an organisation could effectively hire, train, appraises, compensate or utilise its human
resources without the kinds of information derived from job analysis”

1. Job Descriptions – job descriptions define what a job is by identifying its content,
requirements and context. Because job descriptions provide a written summary of the
duties and responsibilities of the job, they help managers and current and prospective
employees understand what the job is and how it is to be performed.

2. Job Specification – job specifications focus on the personal characteristics and
qualifications that an employee must possess to perform the job successfully.

3. Job Design – job design identifies what work must be performed, how it will be performed,
where it is to be performed and who will perform it. Job analysis information is invaluable
in determining which tasks should be grouped together to form a job and structuring jobs
so that employee satisfaction and performance can be enhanced.

4. Organisational Structure and Design – job analysis by clarifying job requirements and
the inter relationships among jobs means content and tasks duties and responsibilities at
all levels can be specified, thus promoting efficiency by minimising overlap or duplication.
Job analysis information is invaluable in determining which tasks should be grouped
together to form a job and structuring jobs so that employee satisfaction and performance
can be enhanced.

5. HR Planning – HR or personnel planning involves “getting the right number of qualified
people into the right job at the right time”. Job analysis information is essential for this if
the number and types of employees to be recruited or exited from the organisation are to
be accurately determined.

6. Recruitment – job analysis information helps the HR Manager attract better qualified
candidates by identifying who to recruit and how and where to recruit them by establishing
the job requirements that must meet. In addition, job analysis permits the HR Manager to
provide realistic job previews by highlighting irrelevant and or distorted job information.

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7. Selection – job analysis information identifies what the job is by defining what duties and
responsibilities must be performed. This facilitates the development of job related
selection techniques, helps ensure that EEO requirements are met, and increases the
likelihood of a proper matching of an applicant with a job. Finally, job analysis information
can be used to validate the selection techniques.

8. Orientation – Effective job orientation requires a clear understanding of the work to be
performed. A new employee cannot be properly taught how to do a job if job duties and
responsibilities are not clearly defined.

9. Performance Appraisal – Job analysis information is essential to the establishment of
performance standards. Through job analysis a thorough understanding of what the
employee is supposed to do is obtained. Without this, acceptable levels of performance
cannot be determined or an accurate measure of actual performance obtained.

10. Training and Development – Job analysis information is used to design and implement
training and development programs. The job specification defines the knowledge, skills
and abilities required for successful job performance. This allows the HR Manager to
establish training and development objectives, design programs and determine whether
or not a current or potential employee requires training.

11. Career planning and Development – HR Managers are better placed to offer career
guidance when they have a good understanding of the types of jobs existing in an
organisation. Similarly, by identifying jobs and job requirements, employees become
aware of their career options and what constitutes a realistic career objective for them in
the organisation.

12. Compensation and Benefits – the job description is the foundation of job evaluation. It
summarises the nature and requirements of the job and permits its evaluation relative to
other jobs. Once the relative worth of a job has been determined an equitable level of
compensation and benefits can be assigned.

13. Health & Safety – job analysis information helps create a healthy and safe working
environment. Jobs with hazardous conditions methods or procedures can be identified
and redesigned to eliminate or reduce exposure to health and safety hazards.

14. Industrial Relations – Misunderstandings and disagreement among managers,
employees and unions over job content is a major source of grievance and demarcation
disputes. Job analysis information can help avoid such disputes by providing a clear
description of tasks and responsibilities and identifying the formal qualifications, skills,
abilities, knowledge and experience required to successfully perform the work

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3.1.1 Define Human Resource Strategic Planning
Strategic human resource planning. Human resource planning is a process that
identifies current and future human resources needs for an organization to achieve its
goals. Human resource planning should serve as a link between human
resource management and the overall strategic plan of an organization.

3.1.2 The Importance Of Human Resource Planning
Following are other potential benefits of HRP:

1. Upper management has a better view of the HR dimensions of business
decision.

2. Personnel costs may be less because the management can anticipates
imbalances before they become unmanageable and expensive.

3. More time is provided to locate talent
4. Better opportunities exist to include women and minority groups in future growth

plans.
5. Better planning of assignments to develop managers can be done.
6. Major and successful demands on local Labour markets can be made.
7. surplus or deficiency of employees strength is due to absence of planning.
8. Since the HRP process is conducted for the entire organization, we can identify the

requirements for each and every department. Based on the requirement, we can
identify existing employees and place them on those jobs which are vacant
9. HRP make performance appraisal more meaningful. Since feedback is provided in
performance appraisal and employee is informed about his future chances in same
company, the employee is motivated to work better. Information for all this is
collected from HRP process.

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Summary of HRP

. Provides quality workforce,
· Reduces labor costs,
· Facilitates rise in skills,
· Effective motivation,
· Safety of health,
Provides quality workforce
One of the Importance of Human Resource Planning is that effective Human Resource Planning
fulfills the organization needs for a quality workforce. Quality workforce aids in giving a company
a competitive advantage over its rivals.
Reduces labor costs
Another Importance of Human Resource Planning is that a proper Human Resource plan
reduces labor costs substantially by maintaining a balance between demand for and supply of
HR i.e. works as a cost saving device for the company.
Facilitates rise in skills
Another Importance of Human Resource Planning is that it facilitates the rise in skills, abilities
and potential of the workforce through training and development. Training employees helps them
improve in their working capacity thus tend to develop to a quality workforce.
Effective motivation
Effective motivation is another Importance of Human Resource Planning. An effective Human
Resource Plan provides multiple gains to the employee by way of promotions, increase in salary
and other fringe benefits. This definitely boosts employee morale.
Safety of health
Another Importance of Human Resource Planning is safety of health. It provides for welfare,
health and safety of its employees thus leads to an increase in productivity of the employees in
the long run.

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3.1.3 The Activities Involved In Human Resource Planning Process

a. Forecasting human resource requirements

Human resources planning requires careful attention to staffing needs. Determining
your staffing needs can mean the difference between a company that struggles to
meet payroll and a profitable, successful organization. Startup companies
experience difficulties in developing staffing models that work the first time around --
they are subject to incur expenses related to recruiting, training and employee
turnover. The best way to prevent unnecessary staffing expenses is to create a
model that aligns your business goals with the types of skill sets required to
accomplish your objectives.

Eg : Training Need Analysis (TNA)

b. Forecasting human resource availability

Once you determine the qualifications and skill sets your company needs to achieve
its business goals, your next step is to identify the availability of workers in the labor
market who possess those skills. For some occupations, there is an abundance of
talent in the labor market. For other jobs, finding employees can be quite a task,
especially with shortages of qualified and available workers in fields such as health
care and computer science.

c. Comparing requirements and availability

Attracting, recruiting and interviewing applicants are components of the overall employment
process. Effective recruitment and selection processes save time and money. Turnover is
costly for both startups and established businesses. Therefore, the ultimate goal is to make
wise hiring decisions that result in higher levels of employee retention.

d. Develop and implement human resource strategies

Career development is imperative in order to prepare an organization for upcoming
retirements, as well as to retain long-term employees. Companies need to have a

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strategic plan on how they intend to replace their management with qualified leaders.
This means that current employees should have career road maps and plans that
incorporate both short-term and long-term goals. For example, if an organization is
grooming a top, young salesperson for the management track in five years, training
should begin now. This may include time management courses, classes on how to
coach others and a mentor program.

e. Evaluation the implementation of strategies
When companies foresee an upcoming need to downsize, it's in their best interest to
have their HR departments plan for it in advance to ensure that the process is
smooth and orderly, and complies with all legal requirements. This type of planning
also may prevent loss of knowledge and resources. Some companies begin the
downsizing process by eliminating non-essential personnel. Others lay off
administrative staff, but keep money-generating positions. Organizations may be hit
by lawsuits and high unemployment costs if downsizing is not strategically planned
HR departments create training and employee development plans as well. This type
of planning must be conducted in advance of the company's needs in order to
prepare for them, both from financial and resource perspectives. Training for new
employees and product rollouts may be included. Teaching current employees new
skills is considered an aspect of development. Organizations benefit from having
streamlined and consistent training programs
HR Department will conduct evaluation process by preparing post mortem report and
discussion to evaluate the implemented action. Implementation is important to review and
plan a better strategic process in future.

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3.2 Explain Human Resource Information System (HRIS)

3.2.1 Define human resource information system
A Human Resources Information System (HRIS) is a software or online solution that is
used for data entry, data tracking and the data information requirements of an
organization's human resources (HR) management, payroll and bookkeeping
operations. A HRIS is usually offered as a database.

3.2.2 Identify the importance of HRIS to the organization
Rationale of HR Data Collection
The most importance and vital rationale of data to Human Resource is to make
decisions. There various other rationale of data or human resource information
namely :

i) Informed Decision Making
Decisions are made every day. In Human Resource all data of employees and related
are used to make an informed decision making. An informed decisions are crucial in
a sustainable organizations. An informed decision making are used to fulfill certain

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requirements for future reference especially to strategise on resourcing and
development by talents

ii) Continuous Improvement
Using data, Human Resource function can see where they are in. Analyzing current
situation in business unit would give an idea of business operation identification. Later
HR function as well as the whole organization would make some continuous
improvement based on data gathered.

iii) New policies and procedures
Data on human resource is very vital and when analysis has been done, those data
would efficiently assist management to improve and create a new policies and
procedures which will benefited both employees and stakeholders.

iv) Benchmark best practice

Data is very important. For instance good data on various successful practices on
numbers of organizations will be a fruitful action. Such data would greatly give the best
benchmark practice which an organization can undergo and create a sustainable
business.

v) Improved effectiveness and productivity
Data which is valid and available at timely manner would greatly improve effectiveness
and productivity.

3.2.3 Determine the information should be included in HRIS

Bil Human Types of data How it support HR
Resource practices
Function

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1. Recruitment/ i) Identification Card Data provided will help
Selection
copies and assist HR
2. Training and ii) Employees’ Department do
Development
iii) curriculum vitae decision making on
Employees’ recruitment and

qualification and selection of local

competency

certificates talents and expatriates

iv) Reference

checking results

v) Insurance, Socso,

EPF data

vi) Medical screening

test

vii) Visa, work permits

viii) Foreign workers

passport detail

ix) Workers

compensation

scheme

x) Letter of

appointment which

include salary,

probation period

etc.

i) Training Need Training and

Analysis development program

ii) Training Plan will be successfully

iii) Evaluation on conducted
training-evaluation

feedback

iv) Certificate of

attendance

v) Training materials

vi) List of training

providers

vii) Training
effectiveness –

after a month

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3. Performance i) KPI Performance
Management
ii) Performance Appraisal will be
4. Personnel Appraisal accurately carried out

5. Industrial iii) 360° Degree
Relation
System- peer

evaluation and

employee relation

iv) comments

i) Personal All value and valid

employee data data are kept for
ii) Annual leave, future use

medical data

iii) Personal and

disciplinary

iv) Notification of

misconduct

i) Plan for family Industrial relation and

day, employee of employee
the month, zero engagement program
mc, social activity, will be conducted
sports day,health effectively.
and safety day,

engagement trip,

rewards, industrial

relation, domestic

enquiry

3.2.4 Generalize the functions of HRIS
A company's HRIS functions as an executive information system to aggregate
high-level data for long-range planning such as succession planning. The
system provides executive planning information for strategic needs such as
forecasting, staffing needs assessment and employee skills assessment.

1. Need to know the dimensions, scope and profile of employees and associated
groups of people ( eg family members, job applicants etc)

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2. Need to know employee personal details ( eg IC, Address, age, gender, bank
account, data joined, highest academic qualifications )

3. Need to know employee job & employment record ( job history, organizations,
positions, ranks, durations, salary levels etc )

4. Need to know employee medical history
5. Need to know employee job performance history ( incl special projects + events )

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4.1 RECRUITMENT (PROCESS OF SOURCING AND METHODS IN STAFF RECRUITMENT)
4.1.1 DEFINITION OF RECRUITMENT
Recruitment is the process of attracting suitable people to apply for job vacancies.

4.1.2 BASIC PROCESS OF RECRUITMENT

1. Requirement from HR Planning and Manager’s requisition

2. Evaluate alternatives to recruit

3. Determine sources and methods of recruitment

4. Recruited individual

1. RECUIREMENT FROM HR PLANNING AND MANAGERS REQUISITION
2. HR Planning is a continuous process of linking the requirements for manpower with the

financial and operational plans of the organization in a particular time period.
Normally, we have 5 yr plan, 3 y plan but with the rapid change in some sectors/ organization,
planning periods reduced to 1-2 yrs.
3. HR must examine the company current/ future plan ( expand, remain, phase out, downsize )

before plan. HRD verify the need for new recruitment.
4. A vacancy caused by resigning/ dismissed does not necessarily be filled. It is actually time for

REORGANISING and distribute workload among remaining workers.
5. Avoid Empire Building – the more subordinate they have, the higher the status of the

manager. They also believe that the work will be efficiently accomplish with more staff.
6. Reasons : i) Productivity is improved by working smarter, not by employing more people.

ii)Labor cost often be the largest cost. Large Cost, Slim Profit
iii)Company should consider mechanizing and automating – to reduce dependency
on labor.
iv)Outsource – less necessary operation should be outsourced eg : security,
canteen, medical treatment, transport
7. Peter Drucker – ‘doing the right thing’ - meaning that HR manager should
i) Appoint/ recruit right people
ii) At good cost
iii) The employee remains in the company
Basic effective recruitment is through understanding on the nature of the vacancy – do job
analysis

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2. EVALUATE ALTERNATIVES TO RECRUIT

1. Overtime: In case the demand for a product peaks due to the temporary market fluctuations, then a
firm asks its employees to work extra despite recruiting new hands. The overtime benefits both the
employee and the employer as the former fetches extra income for the additional piece of work
while the latter saves cost incurred in recruiting new persons.
But however, an overtime leads to fatigue, reduces the productivity of an employee and ultimately
leads to more accidents and absenteeism.

2. Employee Leasing: The employee leasing is another form of alternative to recruitment wherein the
company pays a fee to the leasing firm or the consultancy that handles employee benefits, payroll,
and all other HR functions on behalf of the client company.
The employee leasing is also called as “staff outsourcing” wherein the permanent employees of
other firms are hired due to their specialization in a certain field on a lease basis to meet the short
term requirements of the client company. Here the individuals work for the leasing firm.

3. Subcontracting: The subcontracting is a business practice wherein a certain portion of the work is
delegated to other specialized agencies to meet a surge in the demand for goods and services. Here,
the contractor with a mutual consent assigns some task to some other specialist contractor who
helps in completing the project. The subcontracting is prevalent in the complex jobs such as
construction, building, and information technology.

4. Temporary Employment: The temporary employees are those who are hired for a specific time
period until the task gets accomplished. Earlier the temporary employment agencies were used in
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hiring the unskilled and semi-skilled laborers, but nowadays the employees are readily available for
the technical, professional and executive positions as well.

The temporary employment is beneficial for the firms as the cost of labor is relatively less, services of
an experienced labor can be utilized, and there is flexibility in responding to the future needs of
workers. But however, temporary employment lacks labor commitment to the organizational goals
since the workers hired do not know about the culture and workflow of the firm.

5. Outsourcing: Often the companies outsource or assign the task of recruitment to the third party
specialist, who then carry out all the recruitment activities which would have been done in-house
otherwise. It is beneficial for the firms which are small and have a lack of expertise in recruitment to
delegate the authority to the third party to carry out the recruitments on the company’s behalf. But
the responsibility lies with the client company itself and must ensure that all the activities related to
recruitment are performed effectively by the third party.

Thus, these alternatives to recruitment help any organization to employ the staff temporarily and
save huge costs incurred in the recruitment process. These methods offer an opportunity to any
organization to capitalize on the expertise of the employees for a specific time period if not wanted
it to be permanent.

Before starts recruitment process; to recruit

Conduct Job Analysis

i) Workers doing the job : incumbent
ii) Supervisor/ head of dept.

Therefore , conduct a survey of job analysis by interviewing, questionnaires and observations.
Analyze the nature of every work – work which involve the creation and use of knowledge,
extensive manual work etc

Typically questions asked about :
Main duty/ time per day/ what machine/what software/ what decisions always do/ require team
work?/ interact with others/ interact with non employees

After this analysis : writing up the job description + person specification
i) Some job need to outsource when – insufficient workers/ save cost
ii) Some duties seem to be assigned to several people
iii) Some duties recognized as being left

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Job description
- Job title, location and grading
- Relationship – reporting
- List of duties and responsibilities
- Term and conditions

The person specification
- Knowledge, skills, abilities
- Educational qualification and work experience
- Physical requirements

3. DETERMINE SOURCES

INSIDE ORGANIZATION/ INTERNAL RECRUITMENT

Transfer or promoted employees –Find through
i) Employee audit/ inventory/ Re-hiring

Rehiring former employees
check from company database on up-to-date personnel records. Use HRIS.
If organization don’t have good DBMS, only favorite employees will be promoted,
therefore both job posting and audit method will be used

ii) Job Posting and bidding
Notice in notice board or intranet stating the
- Vacancy exist
- Outlined specification
- Contact person
- Supervisors/ managers permission is required
However some superior employee will be not permitted by their managers.

I) OUTSIDE ORGANIZATION/ EXTERNAL RECRUITMENT
Sources/ methods from labour market

i) Employment agencies
ii) Campus recruitment
iii) Employee referrals
iv) Unsolicited applicant files
v) Advertisement in mass media
vi) Internet

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i) Employment agencies/ consultants

Outsource to these agencies ( Ministry of HR- Pejabat Buruh or management consultant.
For instance JobMalaysia.com in internet, Dept. of Labour placed computer terminals in
selected offices and maybe in public places like shopping centres, Carnivals like
JomHeboh, or any booths in PWTC in some occasions.

Or engage services from consultants/ expertise. Management consultants – specialize in
recruitment of managerial staff
Employment agencies – recruitment of non-managerial staff recruitment

Advantages of engaging the consultants
i) Save time on sifting on applicants forms, preliminary interview etc
ii) They are expertise
iii) Secrecy/ confidential – do not wish the employee know the recruitment is taking

place
iv) Some management consultant will do job hunting since best employee seldom

see the employment ads. (headhunter –agencies will identify bets candidates and
approaches discreetly –quite uneithical)
Disadvantages
a) Quite costly
b) Depend on their adequate info and expertise (better check of their reputation)

ii) Campus Recruitment

- Vocational schools, institutes, universities
Some have regular trip to these schools ( Unit Kerjaya dan Kaunseling etc)
- On Career Carnival or any
- Cheap way to recruit technical and academic qualification but no experiences
- Some company may offer scholarship to students undergoing training
iii)
Employee Referals

- Friends/ family of existing employee.
- Minimal cost when just pay some premium for any recruitment introduced
- Employee stay longer when their ‘sponsor’ is available
- ‘Worker get worker’

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iv) Unsolicited applicant files
- Contact the person in kiv files
- However the files/ data should be removed and deleted after some period , in
order to get the best jobseekers

v) Advertising
- Notices, posters or banners in strategic places
- Insert in classified columns in newspaper
- Messages in aired radio or TV
- Notices in factory gate, supermarkets – suit for lower level jobs
- The ads should be
a) Eye-catching
- b) Honest
c) Not excessively long
d) Detailed- benefit, contact no,
There are some expertise/ agencies who can do this ads

vi) Internet
Through company’s website, Jobstreet.com,
-easy, fast, can send their video of their work, CV

vii) On-Site visit
Some companies invites good candidates to visit their workplace. Normally for
higher management position like COO/ CEO.

viii) Internship
Internship students may get offer from the company. A win win situation .

ix) Walk in
normally for hourly rate workers.

Collect Info on applicants
Techniques

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i) Application forms/ CV/ biodata/ resume
These documents vary, difficult to and time consuming to be analyzed
- Some left info, exaggerate, tell outright lies, unstructured format
To overcome – fill in application form, use different for different category, divide
into section personal details/ educational qualifications/ working experience/
specific skills/ interest/ professional bodies/ medical problems

ii) Reference checks
iii) Tests
iv) Interviews
v) Assessments centre activities

4. RECRUITED INDIVIDUAL

Call/ letter for offers – do not clear the second list
Induction program

Extra info : Procedures for Offering job

4. Offer employment to successful applicants
i) Contact the successful candidates to prevent them to other company

For the unsuccessful, contact later after the chosen candidates confirm to take the offer.
A well written documents will soften the blow and maintain company public image

ii) Prepare the contract of employment
An agreement between employer and employee. Details of terms of contract, job title,
wages, allowances, overtime rate, increment, bonus, normal working hours, holiday
expectation from employer, benefit of employee, probation period, Terms must not
conflict with employment legislation eg ; if not stated employer contribution to EPF, that
terms is invalid because it against employment legislation.

iii) Give letter of appointment by the first day he starts work
iv) Implied Terms

Obligation derived from common law which not included in contract eg care, trust and
provision of works , obedience etc. EG - like provide safe working environment , obey and
does not expose fellow workers to danger.

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5. Induction of New Employees
Purpose
- Overcome anxiety, reality shock, problem to adapt to new environment
Contents
i) Organizational issues – history, structure, product, policies and rules
ii) Introduction – to supervisors, trainers, co-workers
iii) Employee Benefit and procedures – wages, holidays, rest breaks, benefit
iv) Job Duties – job location, overview of job, r/ship to other jobs

4.1.3 Advantages and Disadvantages of INTERNAL AND EXTERNAL sources

Advantages of internal recruitment
a) Accurate assessment if employee record is available
b) No induction
c) Little/ less cost
d) Increase employee motivation
e) Satisfy the union

Disadvantages
a) A waste of time , if no suitable candidates
b) Managers reluctant to release excellent/ key employees
c) Filling a vacancy in a department may lead to bigger gap between department

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4.2 SELECTION PROCESS

Screening Selection Decision Medical
/ supervisory examination
approval
Employed
Review application Reference Checks individual
form

Selection Test Employment test

4.2.1 Define Selection :
Once you have developed your recruitment plan, recruited people, and now have plenty of
people to choose from, you can begin the selection process. The selection process refers to the
steps involved in choosing people who have the right qualifications to fill a current or future job
opening.

4.2.2 Basic process of selection,

a. PRELIMINARY SCREENING
Preliminary interview: the selection process generally starts with this step where
the totally unsuitable applicant is eliminated. Thus the organization is saved from
the expenses of processing the applicant through the remaining steps of
selection. The candidates who pass this step are only asked to fill the application
form.

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b. REVIEW APPLICATION FORM AND RESUMES

Receiving applications: after passing the preliminary interview the candidate is asked to fill the
standard application form. The application form generally consists the information about the age,
qualification, experience etc. of the candidate on the basis of which the interviewer gets the idea
about the candidate and this information also helps in formulating questions.

Screening of applications: after receiving the applications the screening committee screens the
applications. Only the candidates who qualify the criteria of the screening committee are called
for the interview. Usually the candidates selected for interview are four to six times than the
number of posts. Interview letter is sent to them or they are called telephonically.

c. SELECTION TEST

i. Cognitive aptitude test
ognitive ability tests assess abilities involved in thinking (e.g., reasoning, perception, memory,
verbal and mathematical ability, and problem solving). Suchtests pose questions designed to
estimate applicants' potential to use mental processes to solve work-related problems or to
acquire new job knowledge.

ii. Physical Ability test
Physical ability tests typically ask individuals to perform job-related tasks requiring manual labor
or physical skill. These tasks measure physical abilities such as strength, muscular flexibility, and
stamina. Examples of physical ability tests include:

 Muscular Tension Tests - Tasks requiring pushing, pulling, lifting
 Muscular Power Tests - Tasks requiring the individual to overcome some initial resistance

(e.g., loosening a nut on a bolt)
 Muscular Endurance Tests - Tasks involving repetitions of tool use (e.g., removing objects

from belts)
 Cardiovascular Endurance Tests - Tasks assessing aerobic capacity (e.g., climbing stairs)
 Flexibility Tests - Tasks where bending, twisting, stretching or reaching of a body segment

occurs (e.g., installing lighting fixtures)
 Balance Tests - Tasks in which stability of body position is difficult to maintain (e.g.,

standing on rungs of a ladder)

Must be valid and reliable

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a) Validity – valid test that measure what it intends to measure.
Eg it should test the ability of an applicant to perform particular job.

b) Reliability – test is one which gets consistent results if different testers are used
However, frequently interviews failed to achieve validity and reliability when
someone who perform well during interview, failed to reach employers expectation
on the job
c) Culturally appropriate – suit to our cultural and language

Most popular test includes
i) Performance test ( driving, language, computer, machine)
ii) Aptitude test ( abilities and talents )
iii) Personality test (
iv) Intelligence test
v) Medical test

iii. Work sample Test

The work test is a sample of behaviour that can be used to predict future performance in
similar work situations. It is also a tool that provides supplementary information relating to skills
that may be difficult to assess in other ways.

tests through a period of instruction when the applicant is expected to learn tasks involved in
a work sample.

Eg : typing speed, statistical technique for determining the proportion of time spent by workers
in various defined categories of activity (e.g. setting up a machine, assembling two parts,
idle…etc.), welding performance to minimum millimeter.

iv. Personality Test

A personality test is a method of assessing human personality constructs.

Eg : Sidiq Test, Aptitude test, Comrey personality test

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d. EMPLOYMENT INTERVIEW

The candidates who qualify the above tests are called for the employment interview. This
interview is done to get more information about the candidate, to give him the actual picture of
what is required from him, to check the communication skill of the candidate etc. for senior
position post; a panel is prepared who take the interview. At the end of interview of each
candidate the members of panel discuss about the candidate and give him the grades.

There may be direct interview or indirect interview. The interview should be conducted in a
room free from the noise and disturbance only than the candidates will be able to speak freely
and frankly.

Selection Interviews
Expectation fr interview
-knowledge/ previous work experiences/ appearance/ ability to withstand stress
Concentration on these phases is required
i) Planning the interview

a) The timing – time, waiting time, time table, panel time
b) Venue – quiet, seat, room, far or close to interviewer,
c) Topics – read the candidates cv, checklist, question, situation

ii) Conduct the interview
Interviewer must be trained and prepared
a) Avoid stress tech
b) Establish rapport
c) Ask the right question – tell me …how…why….

iii) After the interview
Interviewer’s checklist

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i. Types of interview
There are various types of interview

Structured and Unstructured Interviews
Structured interview, each candidate is asked similar questions in a predetermined format. Emphasis
tends to be on your past experience and assets you can bring to company. Typically, the interviewer
records your answers, which are potentially scored on a standard grid.
Unstructured interviews are much more casual and unrehearsed. They depend on free flowing
conversation which tends to focus on your personal qualities as they relate to the work. Questions about
skills and strengths can be asked and should be answered as formally as in a structured interview.
Unstructured interviews may be so by design of the interviewer, or may be so due to the spontaneity of
the event—you might find yourself in an unstructured interview after being introduced to a potential
employer by a friend, or while dropping off a resume in person at a location in which you wish to work.
Conversation and exchange is more important than the particular questions being asked. In such an
interview it is important to hold on to the main points you want this employer to hear, and weave them
into the conversation. Try to relax in the format – be polite, mature and sociable.

ii. Methods of interview

1. Behavioural based interview:

Behavioural based interviews are based on the behaviour and the past experiences of the interviewer. It
is also based on the past performance of the candidate. For such purposes, STAR based behavioural
interviews are done.

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The STAR based behavioural interview questions consist of situations, task, action and result. These
serve as a framework for describing different situations or tasks and defining the actions that you took
and what the result obtained was.

When stating such facts try to remember that the main purpose of such interviews is that they are trying
to find an able leader who is optimistic, creative and a team player.

2. Case interviews:

Case questions are one of the most commonly used forms of interview methods. In this type of interview,
the interviewer presents a scenario to the candidate and expects the candidate to solve the questions
with a proper solution and an alternative method or further suggestions to the question.
The candidate is tasked with working along with the details. Case questions may vary depending upon the
job position. In some cases, the interviewer tries to find a candidate that is suitable for implementing
long term strategies and processes while in other cases, they tend to find candidates who are calm and
composed in case of any emergency situations.
They are expected to answer such case scenarios immediately. Since these kinds of questions take proper
thinking and planning, these type of interviews are usually half an hour long.

3. Informational interviews:

These types of interviews do not include any kind of performance pressures. These are basically used as a
form of information for the candidate as a chance to compare their expectations about the job to the
position that they have applied for.
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Candidates get the opportunity to speak with the current employees in the corresponding job position.
They try to make this as a chance to carefully think about the position and try to search for its more
positive and less positive aspects of the position.
For example, if the candidate is interested in working in the publishing industry, try to meet up with
fellow employees in the organization and learn more about the business.
This helps both the employers and the employees at the same time to make proper
decisions. Informational interviews are always less than half an hour. Both the employer and the
employee should prepare questions beforehand, prior to the interview.
Objectives of Interviews:
The interview is an essential step in the recruiting process. The hiring procedure cannot be accomplished
without the interview.
The main objectives of the interview process are
1. Collecting data – both extensively and intensively.
2. Exchanging data and also the experiences.

Types of Interviews:

There are various types of interview method of data collection in qualitative research, including
perceptions, literary or visual investigation and interviews.
Be that as it may, the most widely recognized techniques used as a part of interviews and focus groups.
Various interview methods call for various types of interviews. These include:

1. In person (traditional interviews):

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This is the most common form of an interview. These type of interviews include face to face conversation
with the candidate and the interviewer. Though it is not as stressful and hectic as a group interview or a
panel interview, candidates are still pressured to make a good impression on the interviewer.
The output of the interview solely depends on the performance of the candidate. Candidates should try
to make a statement to the interviewer and make them feel why he/she is most suitable for the position.
Try to state various facts and achievements in a consistent manner and try to make a good impression on
the employer. This also includes no bluffing. Do not try to bluff or tell lies about achievements and skill
set. Describe what is only present in the resume itself and do not try to add anything more
overwhelming.

2. Phone interview:

It is considered as the least common method of taking interviews because it defeats the whole idea of
interviews. These types of interviews are very much contradictory to the normal style of interviews.
Face to face meeting is not important in these type of interviews, but the interviewer checks on the
verbal abilities and soft skill abilities of the candidate.
They try to check for various verbal cues. Candidates should check for various changes in tones of the
interviewer and try to express enthusiasm and excitement through voice modulation.
Furthermore, candidates are advised to have a pen and paper during such interviews and try to note
down the various points, questions and answers and try to keep track of the thought process.

3. Second interview:

Always try to consider being called for a second interview as a good sign. It can be due to many reasons.

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One reason that could be a factor is that your performance in the first interview was satisfactory, but the
interviewer is getting time to select between you and the fellow candidates. Hence, to clear such doubts
and make a definite decision, usually employers call for a second interview to finalize the shortlisted
candidates.
Another reason that could be a factor is that maybe the candidate made an overall excellent impression
to the employer, and this could raise some more questions about the candidate and the employer wants
to clarify it before hiring the person.
Regardless of what the reason could be, second interviews should be considered as a great opportunity
to showcase your skills and prove that you are the right candidate for the job.

4. Group or panel interview:

Group or panel interviews are the most stressful type of interviews. Here, the candidates can be asked
any type of questions from a group of people.
The candidate should try to make steady eye contact with the person asking the question and try to be as
confident as possible while answering. Also, try to make eye contact with the rest of the panel when
answering a question.
Also do not solely fix your gaze onto a single person, during the whole interview. This will create a bad
impression for the rest of the panellists. Also, try to ask more time for a question, if needed.

5. The Video Interview:

Video interviews are like the advanced version of the interview process. They are done through Skype,
Google hangouts, facetime.

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This video interview creates a certain level of professionalism while the interview is going on. Video
interviews makes both the parties on either side to focus.
Its quicker and cheaper when compared to face to face interviews. Can reach to long distance easily. Also
can reject candidates at the beginning itself.
Though there could happen few hindrances like background distraction, bad signal, another call coming
in, and the worst part is that you cannot hide it, as you can both see each other.

5. Assessment Day:

Assessment “days” are the special days which are utilized to interview large groups of candidates at a
time, for a range of different skills.
They are one of the effective ways to screen candidates for a longer period of time.
It helps in minimising the legal risks and is also less disputable. You also get extra time to assess
candidates. The competition among applicants will always be high.

Advantages of Interview:

 A structured interview method is possible to reach a large number of people at the same time.
 A representative sample is possible and questions and answers can be modelled on such

samples and models.
 Questions can be structured and answered in a way that is easy for the candidates to answer.

Hence, a clear perspective and opinion can be received.
 Less dependency on electronic recording devices. For example: face to face interviews.

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 Moreover, it creates a very little room for any form of confusion or misinterpretation of the
questions asked.

 Interview methods are more personal in nature.
 The candidates feel more confident in answering through such processes.
 These types of interviews always use a closed set of questions, hence they are limited in

number. This can create a definite impression about the candidate and hence can be used as a
reliable method for choosing the right candidate.
 Interview methods are great for creating quantitative data. Hence, they can be more flexible
and can be applied to various other processes.
 Structured interviews are comparatively easier to conduct and analyse and since they are
limited to a group of the population, they act as a great tool for conducting surveys and data
collection.
 A large population base can be reached within a short period of time through various
interview methods.
 Unstructured interview questions can be made more flexible and adaptive depending on the
candidate’s answers.
 Unstructured interview questions can be used for creating qualitative data. This gives a
chance to the respondent to frame the answers in their own words. This shows the employer
how much the respondent knows about the whole situation.
 Interview methods also have a deeper validity and originality since the employer tries to probe
through the candidate to get some valued remarks and information about what they think
about the company and how a third person sees the company as.

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