CU-MBA-SEM-III-Talent Acquisition and Management- Second Draft

MASTER OF BUSINESS ADMINISTRATION SEMESTER III TALENT ACQUISITION AND MANAGEMENT MBA521

CHANDIGARH UNIVERSITY Institute of Distance and Online Learning Course Development Committee Prof. (Dr.) R.S.Bawa Pro Chancellor, Chandigarh University, Gharuan, Punjab Advisors Prof. (Dr.) Bharat Bhushan, Director – IGNOU Prof. (Dr.) Majulika Srivastava, Director – CIQA, IGNOU Programme Coordinators & Editing Team Master of Business Administration (MBA) Bachelor of Business Administration (BBA) Coordinator – Dr. Rupali Arora Coordinator – Dr. Simran Jewandah Master of Computer Applications (MCA) Bachelor of Computer Applications (BCA) Coordinator – Dr. Raju Kumar Coordinator – Dr. Manisha Malhotra Master of Commerce (M.Com.) Bachelor of Commerce (B.Com.) Coordinator – Dr. Aman Jindal Coordinator – Dr. Minakshi Garg Master of Arts (Psychology) Bachelor of Science (Travel &TourismManagement) Coordinator – Dr. Samerjeet Kaur Coordinator – Dr. Shikha Sharma Master of Arts (English) Bachelor of Arts (General) Coordinator – Dr. Ashita Chadha Coordinator – Ms. Neeraj Gohlan Academic and Administrative Management Prof. (Dr.) R. M. Bhagat Prof. (Dr.) S.S. Sehgal Executive Director – Sciences Registrar Prof. (Dr.) Manaswini Acharya Prof. (Dr.) Gurpreet Singh Executive Director – Liberal Arts Director – IDOL © No part of this publication should be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior written permission of the authors and the publisher. SLM SPECIALLY PREPARED FOR CU IDOL STUDENTS Printed and Published by: TeamLease EdtechLimited www.teamleaseedtech.com CONTACT NO:01133002345 For: CHANDIGARH UNIVERSITY 2 Institute of Distance and Online Learning CU IDOL SELF LEARNING MATERIAL (SLM)

First Published in 2021 All rights reserved. No Part of this book may be reproduced or transmitted, in any form or by any means, without permission in writing from Chandigarh University. Any person who does any unauthorized act in relation to this book may be liable to criminal prosecution and civil claims for damages. This book is meant for educational and learning purpose. The authors of the book has/have taken all reasonable care to ensure that the contents of the book do not violate any existing copyright or other intellectual property rights of any person in any manner whatsoever. In the event the Authors has/ have been unable to track any source and if any copyright has been inadvertently infringed, please notify the publisher in writing for corrective action 3 CU IDOL SELF LEARNING MATERIAL (SLM)

CONTENT Unit - 1: Talent Management ............................................................................ 1 Unit - 2: Human Resource Planning ................................................................ 13 Unit – 3: Talent Acquisition.......................................................................... 42 Unit – 4: Talent Acquisition.......................................................................... 64 Unit – 5: Talent Acquisition Management Solution ........................................ 81 Unit 6: Talent Acquisition Management Solution ............................................ 92 Unit - 7: Elements Of Talent Management .....................................................116 Unit – 8: Talent Audit & Role Developement ................................................131 Unit - 9: Compensation And Reward Strategies For Effective Talent Management .................................................................................................154 Unit – 10: Employee Retention .....................................................................167 Unit – 11: Employee Retention .....................................................................176 Unit – 12: Contemporary Talent Management Issues ....................................189 Unit – 13: Contemporary Talent Management Issues ....................................200 Unit – 14: New Trends In Talent Management ..............................................211 4 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 1: TALENT MANAGEMENT Structure 1.0 LearningObjectives 1.1 Introduction 1.2 Concept & Objectives of Talent Management 1.2.1Talent Management Initiatives 1.2.2 Benefits of Talent Management 1.3 Role of Talent Management in Building Sustainable Competitive Advantage to a Firm 1.4 Key process of Talent Management 1.5 Summary 1.6 Keywords 1.7 Learning Activity 1.8 Unit End Questions 1.9 References 1.0LEARNING OBJECTIVES After studying this unit, you will be able to: • Describe nature of Talentmanagement • Identify scope of Talent Management • Benefits of Talent Management • Process of Talent Management 1.1 INTRODUCTION Human resource management includes talent management as an important component. Individuals with the abilities or skills necessary to fulfill the organization's current and future goals or needs are recruited or hired, developed, and retained through talent management. It is the development and maintenance of a positive and pro-people organizational culture. Talent management also refers to an organization's ability to recruit, grow, and retain the best and brightest workers available.Talent management has been almost an unavoidable management process in modern times. Owing to tough competition in the business world today, companies are looking for the best workers on the job market. 1 CU IDOL SELF LEARNING MATERIAL (SLM)

However, not everyone's cup of tea is attracting the best candidates from the job market. It takes a great deal of knowledge, skill and experience on the part of the company to hire the best in the industry. A large part of the Human Resources Department is devoted to talent management, much of which is dedicated to the identification, sourcing and poaching of the best talent. The identification of the best skilled workers needed for the business is accompanied by a careful selection of people with the required ability and experience in the desired job. Talent Management can make competitive allowances for employees after identifying and selecting the right candidates, which could include enticing pay packages, annual increases, health benefits, paid leave, and so on. Training and regular refreshment programmes are given to selected workers in order to satisfy the company's evolving needs. 1.2CONCEPT & OBJECTIVES OF TALENT MANAGEMENT In order to achieve long-term business goals, talent management is a systematic method of recognising a position, hiring the right person, enhancing the person's skills and abilities to suit the role, and retaining him or her. Planning: Planning is the initial step in the Talent Management process. It consists of the following:  Identifying the requirement for human capital.  Create a job description and key functions.  Proposing a recruitment plan for the workforce. Attracting: Determining if the source of recruitment should be internal or external and finding appropriate individuals to fill vacancies through:  Job portals like Naukri.com, Timesjob.com, etc.  Social networks such as LinkedIn and Twitter. 2 CU IDOL SELF LEARNING MATERIAL (SLM)

Figure 1.1: Talent Management Process Model Selecting: Recruiting and selecting employees. This includes the following steps:  Scheduling standardized assessments and interviews.  Scrutinization of the most fitting profile applicant. Developing: At this point, the employee is prepared according to and for the company and the profile. The measures involved in the process are as follows:  Carrying out a boarding program or an orientation plan.  Enhancing the skills, aptitude and expertise of the workers to fit the profile.  Counselling, guidance, coaching, education, mentoring and job rotation of employees. Retention: Retention of employees is essential for any organizational existence and survival. The following are the ways of retaining employees:  Increments and promotions.  Providing opportunities for growth through the transfer of special projects.  Participatory decision-making.  The teaching of new job skills.  Identifying the contribution and efforts of the individual. Transition: Talent management aims at the overall transformation of employees in order to achieve an organizational vision. It can be done by:  Retirement benefits for employees.  Conducting interviews with the exit. 3 CU IDOL SELF LEARNING MATERIAL (SLM)

 Succession Planning or Internal Promotion. 1.2.1 Talent Management Initiative Figure 1.2: Talent Management Initiative Managers and higher-ups must take the lead in paving the way for personal growth and a long-term relationship with the company.Some of the ways in which managers can motivate and retain employees are as follows: Recognition: • Recognition: consider the commitment of workers and their work on an individual basis, increasing their self-confidence. Remuneration and Reward:Employees' pay and remuneration would be increased as a result of their improved results. Providing opportunities:Giving workers responsibility for difficult tasks, as well as the power and responsibility that comes with it, boosts their trust. Role Design:Employee roles in organisations must be structured to keep them active and engaged; they must also be versatile enough to instil and adapt employee creativity and skills. Job Rotation:When employees are doing the same type of job on a daily basis, they lose motivation. To keep employees engaged and motivated, job rotation, or the temporary transfer of staff from one job to another within the organisation, is required. Training and development:Employees' experience, skills, and awareness can be enhanced by on-the-job training, e-learning services, work-related tutorials, training courses, internships, and other approaches. Succession Planning:Internal promotions assist in identifying and developing an individual who will be the company's successor to senior positions. 4 CU IDOL SELF LEARNING MATERIAL (SLM)

Flexibility: providing the employees with a flexible working atmosphere makes them more adaptable to the company and makes them innovative. Relationship management: Employee satisfaction is aided by providing a positive atmosphere in which workers feel free to express their views, participate in decision-making, be able to accomplish goals, and be rewarded for improved performance. Self-motivation: Nothing will work unless the employee is self-motivated and willing to succeed. 1.2.2 Benefits of Talent Management Benefits of talent management for the organisation • Strategic talent management helps in the implementation of an organization's vision, allowing for the filtration of talented workers as well as the retention of the brightest. • By creating good human resources, talent management improves the organisational structure. • It enables the company to outperform its competitors and establish a strong market presence. • It enhances the company's positive image among job seekers. • Management's decision-making becomes more participative as a result of this. • It directs ongoing organisational performance change, making it more efficient and effective. Benefits of talent management for employees • Talent management creates a productive work atmosphere in which workers are satisfied with their employment. • Employees have the opportunity to learn and develop, which motivates them to perform better. • Workforce training and development services support workers in developing new skills and improving their expertise. • Because the organisation focuses on an individual's growth and development, workers feel cared about and a sense of belonging to the company. • Workers are loyal to the company and stay with it for a long time. • Workers gain trust as a result of appreciation and incentives. • The workers' experience is enhanced by the intensive learning. 5 CU IDOL SELF LEARNING MATERIAL (SLM)

In today’s global scenario, the human resource has been a very effective tool for the company’s growth and success. Thus to make the best possible utilisation of the employee’s talent and skills, talent management is essential. 1.3 ROLE OF TALENT MANAGEMENT IN BUILDING SUSTAINABLE COMPETITIVE ADVANTAGE TO A FIRM Organizations are trying to achieve their strategic and target goals. This necessitates a thorough understanding of the methods needed to achieve the same. Financial and non- financial resources are both critical and interdependent in this situation. These methods have been categorized into two categories: non-contingent and differentiating capacities. Non-contingent capabilities are those that enable a company to thrive and prosper in the marketplace, while differentiating capabilities are those that set a company apart from its competitors and give it a competitive advantage. For example, successful marketing management can be a non-contingent ability. Similarly, many HR processes aim to develop non-contingent skills, but they often fall short of the mark and struggle to offer competitive advantages. Most of these processes result in people being trained in fields and capacities that are close to those of their competitors, but this does not provide a competitive advantage. It is critical to establish strategic differentiating capabilities and then create a mechanism for defining and improving them in order for companies to develop competitive advantages through HR processes. This allows HR professionals to have a say in the organization's strategy and establishes a connection between talent management and strategy. The critical relationship between the two must be demonstrated in order to prove that talent management can be of strategic benefit to organisations. Talent management, in particular, must be positioned as a differentiating strategic capability capable of providing a true and measurable competitive advantage. The creation of differentiating strategic capabilities necessitates the relationship between business strategy and human resources, according to research conducted by various bodies. Human capital that have been deduced are the most significant sources of competitive advantage. The focus of the research was on the organization's Resource Centered View (RBV). This viewpoint has gained traction among HR practitioners as a foundation for resource development and structure models. Unlike other non-contingent skills that are easy to acquire but do not contribute significantly to the creation of a sustainable competitive advantage, strategic capabilities such as strategic HR can be distinguished by talent management. However, in order to qualify human capital as possible sources of competitive advantage, the following conditions should be met: 6 CU IDOL SELF LEARNING MATERIAL (SLM)

 Strategic Value: The resource must make a major contribution and add value in its field of expertise.  Rare: Special in terms of skills, knowledge and abilities to classify as rare.  Appropriable: the degree to which the resource is owned by the organization.  Inimitable: such that the resource cannot be replaced even though the rivals have seen the same thing.  Cannot be Substituted: This means that the resource cannot be substituted by the rival firms and that there is no match for the talent! Except for human resources, which falls under the purview of talent management, there are few aspects in the corporate world that can meet any of the above standards and have a distinct competitive advantage. Before identifying strategic capabilities, it's also important to consider the organization's strategic purpose. 1.4 KEY PROCESS OF TALENT MANAGEMENT Without a doubt, people are an organization's most valuable resource. Today, finding the best talent in the industry has become a top priority for businesses. In such a dynamic environment, hiring high-quality individuals from the industry has become a critical strategy for defining and filling the skills gap in an organisation. It's a never-ending cycle that begins with people being targeted. The procedure governs the entry and exit of talented individuals from a business. Talent management is important for companies to succeed and prosper. Stages included in talent management process:  Understanding the Requirement: It is a preparatory stage that is critical to the overall success of the process. The main purpose is to test the ability criteria. The key tasks at this stage are the development of work descriptions and job requirements.  Sourcing the Talent: The second stage of the talent management process entails identifying and recruiting the best talent in the industry. The key challenge is to look for people who meet the criteria.  Attracting the Talent: Since this is the only method that revolves around, it's important to hire skilled people to work with you. After all, the primary aim of the talent recruitment process is to hire the best people in the field.  Recruiting the Talent: From here, the actual recruiting process begins. This is the point at which people are invited to become members of the company.  Selecting the Talent: This includes meeting with a number of people with similar or dissimilar skills and skill sets to those described in the job description. Candidates who pass this round will be invited to join the company. 7 CU IDOL SELF LEARNING MATERIAL (SLM)

 Training and Development: Following the hiring of the best candidates, they are educated and produced to achieve the desired results.  Retention: It is, without a doubt, the most important goal of the talent management process. Hiring them isn't enough to achieve the target. Pay package, position specification, job demands, advancement, employee growth, appreciation, community, and health between work and talent are all factors that influence retention.  Promotion:No one can have the same job title or duties in the same company. The importance of job enrichment cannot be overstated.  Competency Mapping: The next step is to assess employees' abilities, growth, capacity, and competence. Concentrate on actions, mindset, awareness, and possible prospects for improvement, if applicable. It gives you a rough idea of whether or not the individual is ready for a promotion.  Performance Appraisal: It is important to evaluate an employee's current performance in order to ascertain his or her true potential. It's to see whether the individual can manage additional responsibilities or not.  Career Planning: Management should manage the employee's career so that he or she is rewarded if he or she is capable of coping well with work pressure and additional responsibilities. It's important to note their sacrifices to hold them for a longer time.  Succession Planning: Succession planning is concerned with who will follow whom in the immediate future. The employee who has sacrificed his or her all for the company and has been with it for a long time deserves to be at the top. Management must determine when and how succession will occur.  Exit: The process ends when an individual gets retired or is no more a part of the organization. The talent acquisition process is incredibly complicated, making it impossible to manage. The whole process is structured to put the right person in the right place at the right time. The main concern is finding a good match between the job and the employee. 1.5 SUMMARY • Talent management is a continuous process that entails hiring and retaining high-quality workers, as well as improving their talents and encouraging them to continually improve their output. • Talent management is the systematic method of finding a vacant position, recruiting the most eligible applicant, improving the candidate's skills and abilities to fit the position, and retaining him to meet long-term business goals. 8 CU IDOL SELF LEARNING MATERIAL (SLM)

• The process governs the entry and exit of talented individuals from a business. Talent management is important for companies to succeed and prosper. • Talent management creates a productive work atmosphere in which workers are satisfied with their employment. • By creating good intellectual capital, talent management enhances the organisational framework. 1.6 KEYWORDS  Strategic Value: The resource must make a major contribution and add value in its field of expertise.  Job Rotation: Job rotation or temporary moving of workers from one job to another within the company  TA – Talent Acquisition  TM – Talent Management  RBV - Resource Based View  T&D – Training and Development 1.7 LEARNING ACITIVITY Case Study: The Motley Fool: Blending Talent Management and Engagement Case Study: AlliedUniversal: Talent Acquisition, Employee Referrals, and High-Volume Hiring (How the Allied Universal hired 9000 employees in a year) ___________________________________________________________________________ ____________________________________________________________________ 1.8 UNIT END QUESTIONS 9 A. DescriptiveQuestions Short Questions 1. Briefly discuss about talent management? 2. Which types of risk does talent management address? 3. Brief about the key components of Talent Management? 4. Discuss about the objectives of Talent Management in brief? Long Questions CU IDOL SELF LEARNING MATERIAL (SLM)

1. What is Talent Management Strategy? 2. Why is talent management important? 3. What is the scope of Talent Management? 4. How do you manage Talent? B. Multiple ChoiceQuestions 1. Talent management is a process which involves a. attracting and retaining high-quality employees b. developing their skills, c. Continuously motivating them to improve their performance. d. All of these 2. Talent Management is a _________________ Process a. Constant Process b. Planned Process c. Retrospective Process d. None of these 3. Talent Management’s primary focus is to create a. A support for organisation strategy b. Satisfied Work force c. Motivated Work Force d. Matching model for organisation strategy 4. Talent Management focus to create a workforce who will _______________________ a. Compete with each other b. Work beyond expectation c. Gain knowledge d. Stay in the organisation for the long run 10 CU IDOL SELF LEARNING MATERIAL (SLM)

5. It is not correct to expect that just because ____________, you are managing talent. a. you have an HR department b. You have good Employees c. You pay good Compensation d. Your culture is supportive 6. A talent management strategy in place designed just for your company is needed to a. Attract Employees b. Gain optimal results c. Gain Competitive advantage d. Increase Morale 7. Which among the following is not form part of important features of Talent Management a. helps in business performance b. Enhance Production capacity c. Decrease turnover d. Motivates others to perform 8. Talent Management Model doesn’t include which of the following: a. Transitioning b. Retaining c. Attracting d. Analysing 9. Talent Management process ends with which of the following 11 a. Strategy for retention b. Hold performance appraisal c. Plan for succession d. Specify what skills you need CU IDOL SELF LEARNING MATERIAL (SLM)

10. The components of Integrated Talent Management Model are__________ a. Assess, Acquire, Deploy, Develop b. Assess, Acquire, Deploy, Develop, Evaluate c. Assess, Acquire, Develop d. Assess, Acquire, Estimate, Deploy, Develop, Evaluate Answers 1 – D, 2 – A, 3 – C, 4 – D, 5 – A, 6 – B, 7 – B, 8 – D, 9 – C, 10 – A. 1.9 REFERENCES Text Books:  Dessler Gary a Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication  Yu, K. Y. T., & Cable, D. M. (Eds.). (2013). The Oxford handbook of recruitment. New York, NY: Oxford University Press.  Bersin, J. (2012, June 22). Social recruiting goes wild. Forbes. Retrieved from http://www.forbes.com/sites/ joshbersin/2012/06/22/social-recruiting-goes-wild.  Strack, R., Caye, J., von der Linden, C., Quiros, H., & Haen, P. (2012, August 2). Realizing the value of people management. Bcg.perspectives. Retrieved from https://www.bcgperspectives. com/content/articles/people_management_human_resources_ leadership_from_capability_to_profitability  SmashFly. (2015, September). SmashFly recruitment marketing report card for the 2015 Fortune 500. SmashFly. Retrieved from http://www.slideshare.net/SmashFly/smashfly-recruitmentmarketing-report-card-for- the-2015-fortune-500  Gurchiek, K. (2014, September 3). Social and mobile recruiting delivers for UPS. SHRM Online. Retrieved from http://www.shrm. org/hrdisciplines/technology/articles/pages/ups-social-andmobile-recruiting.aspx0 12 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 2: HUMAN RESOURCE PLANNING Structure 2.0LearningObjectives 2.1 Introduction 2.2 Recruitment 2.2.1 Sources of Recruitment 2.2.2 Process of Recruitment 2.3 Selection 2.3.1 The Employee Selection Process 2.4 Performance monitoring 2.5 Retention 2.6 Source of Talent 2.7 Summary 2.8 Keywords 2.9 Learning activity 2.10Unit End Questions 2.11References 2.0 LEARNING OBJECTIVES After studying this unit, you will be able to:  Defines Recruitment and process of Recruitment.  Explains process of selection process  Explains Performance monitoring  Process of Retention 2.1INTRODUCTION According to Mondyet (1996) Human Resource Planning is a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required. Human Resource Planning 13 CU IDOL SELF LEARNING MATERIAL (SLM)

Firstly, to understand about Human Resource Planning we will see what is Planning? and why is it needed? What is planning? Plans are plans for achieving a particular objective. Goals, also known as goals, are concrete outcomes that you want to accomplish. As a result, planning is defined as \"the process of deciding goals and courses of action prior to taking action.\" What is planning concerned with? Planning gives you a sense of direction and intent. It's a detailed plan for making decisions ahead of time. It also assists management's coordinating, guiding, and regulating functions. Planning: allows you to make decisions ahead of time, aids in anticipating the effects of different courses of action, provides guidance and a sense of intent, provides a unifying context against which to test decisions, and thus aids in avoiding piecemeal decision making. Planning also aids in the identification of possible opportunities and risks, as well as monitoring. It is concerned with both the end (what needs to be done) and the means (how it is to be done). Human Resource Planning (HRP) is a method for an organization's acquisition, utilisation, enhancement, and protection of human resources. The goal is to match the right people to the right jobs to make the best use of existing human capital. HRP is an aspect of the business planning process. This is a management practise aimed at coordinating the criteria for and availability of various types of employers. Forecasting (anticipated requirements), inventorying (current strength), predicting (comparison of present and future requirements), and preparing are some of HRP's main activities (necessary programme to meet future requirements). Human Resource Planning entails collecting data, setting targets, and making decisions to help the company meet its objectives and goals. Surprisingly, this is one of the most overlooked aspects of HR in the HRM sector.When Human Resource Planning is applied properly in the field of Human Resource Management, it would aidin addressing the following doubts that would normally arise: 1. The number of staff the Organization has? 2. What kind of employees as far as skills and abilities are available in organization ? 3. How the Organization should make best useof the available human resources? 4. How can the organization retain its employees? Human resource planning has been defined by various personalities on this front as under: \"It is almost as difficult to keep a first class person in a fourth class job, as it is to keep a fourth class person in a first class job.\"-- Paul H. Dunn 14 CU IDOL SELF LEARNING MATERIAL (SLM)

Definitions: Human resource planning is the process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. It involves the forecasting of human resources needed and the projected matching of individuals with expected vacancies. According to Coleman, \"Manpower planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organisation\". According to Jeisler, \"Manpower planning is the process including forecasting, developing and controlling— by which a firm ensures, it has the right number of people and the right kind of people and at the right places at the right time doing things for which they are economically most useful\". According to Dale S. Beach, \"Human resource planning is a process of determining and assuring that the organisation will have an adequate number of qualified persons, available at the proper times, performing jobs which meet the needs of the enterprise and which provide satisfaction for the individuals involved.\" According to Wickstron, \"Human resource planning consists of a series of activities viz.:  Firstly, Forecasting future manpower requirement either in term of mathematical projection of trends in the economic environment and development in industry or in term of judgmental estimates based upon the specific future plans of a company.  Secondly, Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally.  Thirdly, Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy, both quantitatively and qualitatively; and  Finally, Planning the necessary programs of recruitment, selection, training, development, transfer, promotion, motivation and compensation to ensure that future manpower requirements are properly met. Hiring the right kind of people was cited as the most important challenge by 98 per cent of HR and business leaders in a survey. The second most-cited concern was retaining this talent, backed by 93 per cent of respondents. Figure 2.1: Human resource planning 15 CU IDOL SELF LEARNING MATERIAL (SLM)

Problems in HRP Process The following are the main problems in the process of HRP: a) Inaccuracy: Human Resource Planning is fully reliant on HR forecasting and availability, which is a mechanism that cannot be 100% accurate. b) Employee resistance: Employees and their unions believe that Human Resource Planning raises their workload, so they oppose it. c) Uncertainties: Uncertainties in the Human Resource Planning phase include employee absenteeism, attrition, seasonal jobs, technological shifts, and market fluctuations. d) Inefficient information system: HRIS is not well-developed in Indian industries. It is impossible to establish successful Human Resource Planning without accurate data. e) Time and expense: Human Resource Planning is a time-consuming and costly process that many businesses skip. 2.2 RECRUITMENT Recruitment is the process of locating potential employees and encouraging them to apply for positions within the company. It is the process of putting those who give employment and those who are looking for work together. Recruitment is a constructive process in which 16 CU IDOL SELF LEARNING MATERIAL (SLM)

management establishes a pool of possible workers from which the right person for the right position is selected. It serves as a foundation for the selection process. 2.2.1 SOURCES OF RECRUITMENT Broadly, there are two main sources of recruitment 1. Internal sources of recruitment which means recruitment from within the organization. 2. External sources of recruitment means recruitment from outside the organization. Figure 2.2: Sources of Recruitment 1. Internal sources of recruitment which means recruitment from within the organization (i) Transfer: It entails transferring workers from one role to another. There is no significant improvement in the wages or status of employees; they are largely unchanged. (ii) Promotion: It means shifting the employee to higher position with the change in the pay or status. (iii) Internal advertisement: It entails appointing employees from within the company based on an advertisement. (iv) Lent services: It involves recruiting someone for a newly formed plant in the business.. (v) Extension of services: Employees' service is being extended by hiring them again. (vi) Absorption of trainees: Those that come in for training are hired by the company. 2. External sources of recruitment mean recruitment from outside the organization: 17 CU IDOL SELF LEARNING MATERIAL (SLM)

(i) Advertisement: It is a method of attracting a large number of workers by placing a newspaper advertisement. (ii) Casual callers: Good companies already have a list of casual callers who apply, and instead of putting out new advertisements, they call these casual callers. (iii) Employment exchange: It is a strong source of recruiting, as applicants are approached via the job exchange. (iv) Educational institutions: Companies go to educational establishments to find qualified workers for the work. (v) Labour union: To satisfy the labours, the organisation can choose a candidate from the company's labour union. (vi) Recommendation of employees: Employees in the company can also recommend a suitable applicant for the role. (vii) Waiting lists: In most situations, the company prepares employee waiting lists. When the chosen candidates are unable to enter, the workers on the waiting list are contacted. Thus, the above are the primary sources of workforce recruiting both inside and outside the company that are used by the organisation to hire employees. 2.2.2 PROCESS OF RECRUITMENT Recruitment process begins with identification of vacancy in the organisation after which various steps are undertaken to fill up the vacant position. According to Famularo, “Personnel recruitment process involves five elements, viz., a recruitment policy, a recruitment organisation, a forecast of manpower, the development of sources of recruitment, and different techniques used for utilising these sources, and a method of assessing the recruitment programme.” “Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.” The recruitment process consists of the following steps. 1. Identifying Vacancy 2. Recruitment Planning 3. Identifying Sources of Recruitment 4. Selection Process 5. Identifying Sources of Recruitment6. Attracting Prospective Candidates 7. Application Pool 8. Evaluation and Control of Recruitment 9. Selection 10. Communication 11. Placement. Process of Recruitment: Steps, Stages and Procedure Process of Recruitment – Different Steps Undertaken to Fill Up Vacant Position 18 CU IDOL SELF LEARNING MATERIAL (SLM)

Workforce acquisition is a part of the recruitment process. The recruitment process starts with the discovery of a vacancy in the company, followed by various measures to fill the vacancy. The recruitment process is discussed below: Step # 1. Identifying Vacancy: The discovery of a vacancy in the organisation is the first step in the recruiting process. The manager or department head issues a manpower requisition, detailing the work requirements, as well as the qualifications, abilities, expertise, capacity, and experience needed of the employees. Step # 2. Recruitment Planning: The HRM plans a strategy for the effective implementation of the recruiting process and to ensure the availability of suitable staff at the right time when a vacancy in the organisation is identified. The plan entails creating a job specification for the vacant position that includes information on the responsibilities, skills, experience, and qualifications required, as well as the salary structure for the position, the expected date when personnel will be appointed, whether temporary or permanent, and other job-related details. Step # 3. Identifying Sources of Recruitment: HRM describes numerous recruiting channels from which staff can be recruited. Internal and external sources of recruiting are both possible. To attract job applicants, the company makes contact with a number of outlets. Step # 4. Providing Information to Job Aspirant Regarding Vacant Positions: This is a crucial and difficult step in the recruiting process. The company must determine the method by which information about the open position will be communicated to the job seeker. Details about the vacant position can be found in the national newspaper, journals, and magazines, as well as on the organization's official website. The medium chosen is determined by the type of organisation, the nature of the job, and the skills expected of a worker. The platform with the broadest scope and the ability to attract a large number of job seekers is chosen. Step # 5. Receiving of Application: Aspiring applicants submit their applications. The applications go through a screening process. The applications that do not fulfil the work criteria are excluded from consideration, and the selection process begins. Process of Recruitment – 5 Interrelated Stages: Planning, Strategy Development, Searching, Screening, Evaluation and Control The process of identifying and recruiting work seekers in order to establish a pool of eligible job applicants is referred to as recruitment. 19 CU IDOL SELF LEARNING MATERIAL (SLM)

The process comprises of five interrelated stages, viz.: (i) Planning, (ii) Strategy development, (iii) Searching, (iv) Screening, and (v) Evaluation and control. According to Famularo, “personnel recruitment process involves five elements, viz., a recruitment policy, a recruitment organisation, a forecast of manpower, the development of sources of recruitment, and different techniques used for utilising these sources, and a method of assessing the recruitment programme.” Other HR tasks are interdependent on and associated with the recruitment process. Employee preparation and job research come before the recruiting process. The recruiting process is influenced by compensation packages and corporate image. The longevity and happiness of the employee may be the initial goals of the recruiting process. Other factors, such as the cost of filling positions, the pace at which jobs are filled, and the total number of applications received, all play a role in the retention process. The next step will be to formulate a method for deciding the number and type of people to be hired, as well as the recruitment source. This also requires a critical step: how to communicate and advertise the fact that a role is available. After completing the preceding step, the next step is to obtain clarification on both the sources of recruitment and the timeliness of recruitment. This is where recruiters come in. It is critical to position recruiters through training or outsourcing. This will lead to the first step of the process, which is to screen the applications. Obviously, receiving more applicants than the amount of positions to be filled is a positive indication that the company is capable of making good decisions. However, it's essential to double-check the details on the application forms. If a large number of options are available, some screening and filtering of the applications may be possible at this early stage. Each organization's recruiting process follows its own set of rules. The approaches can be divided into two categories: internal and external sources of recruitment. A comparison of recruitment goals with results is needed. Process of Recruitment – Step by Step Procedure: Recruitment Planning, Selection Process, Sources of Recruitment, Sources of Contact and Application Pool Under the recruiting process, a range of tasks are carried out in order to find prospective personnel in both quantity and quality as demonstrated by human resource planning, work requirements, and job specifications. 20 CU IDOL SELF LEARNING MATERIAL (SLM)

This process includes the following steps: 1. Recruitment Planning: The recruitment process begins with planning, which includes determining the number of applicants and types of applicants to be contacted. Organizations plan to attract far more applicants than the number of candidates they intend to hire because having a larger pool of candidates allows them to choose the best candidates. On the other hand, categories of contacts must be considered, which applies to the types of employees that would be notified about work openings based on job descriptions and specifications. 2. Selection Process: The selection process is the process of separating candidates in order to find (and hire) those who have a better chance of succeeding in a job. Highly specialised techniques are needed in the selection process. As a result, only staff with unique qualifications, such as experience using screening assessments, performing interviews, and so on, are included in the selection process. 3. Sources of Recruitment: They must be drawn to give themselves for consideration for jobs after the recruitment plan is finalised, showing the number and form of prospective applicants. This necessitates locating sources from which these applicants can be recruited. 4. Sources of Contact: Following the finalisation of the sources from which prospective candidates will be chosen, the process of contacting these sources begins! Recruiting is a two-way street that includes both the recruiter and the recruitee. On the one hand, a recruiter can choose who to hire based on the knowledge available about the applicants. A recruitee, on the other hand, needs knowledge about the company in order to determine whether or not to join it. As a result, before contacting sources, particularly external ones, the organisation must determine what information must be exchanged with the candidates. 5. Application Pool: The primary aim of a company is to recruit as many applicants as possible due to the intention of providing versatility in selection. The organisation accepts applications from potential applicants when the sources of recruitment are contacted. The number of applications received is determined by a variety of factors, including the type of organisation, the types of positions available, and the current state of the human resource sector. Process in Recruitment – 6 Step Process: With Essentials of Recruitment The recruitment process consists of the following steps: 21 CU IDOL SELF LEARNING MATERIAL (SLM)

(i) The recruiting process starts when the personnel department receives requisitions for recruitment from any department within the organisation. The personnel requisitions outline the role to be filled, the number of people that will be hired, the duties that will be performed, the credentials that will be expected of the applicant, the terms and conditions of employment, and the date by which the people will be eligible for appointment, among other things. (ii) Identifying and establishing the required number and type of employees. (iii) Recognizing future workers who exhibit the desired characteristics. (iv) Disseminating information about the company, the work, and the service's terms and conditions. (v) Encouraging the applicants who have been selected to apply for positions in the organisations. (vi) Determining the quality of the recruiting process. “Recruitment process consists of five elements, namely a recruitment policy, a recruitment organization, developing sources of recruitment, techniques used to tap these sources and a method of assessing the recruitment programme.” —Famulrao Essentials of Recruitment: The recruitment process needs following essentials services: (1) The hiring process should be meticulously prepared, coordinated, guided, and managed. (2) To make recruitment plans a reality, management should promote staff involvement in the development and execution of recruitment plans. (3)For economic reasons, the recruiting process should be related to the personnel and human resource strategy. (4) To win people's confidence, recruitment should be based on fair and objective standards. In this case, sensitive and beneficent legislation can be used to satisfy both organisational and individual interests. (5) During the recruiting process, the least amount of time and resources should be expended. Methods and procedures that assist in the rapid disposal of applications, for example, should be used. Apart from productivity, all workers should maintain economy and consistency in terms of the effort's or practice's goals. (6) Recruiting companies should be enthusiastic about implementing theoretical postulates that have been established as desirable. Academic and practical worlds should be able to effectively collaborate. 22 CU IDOL SELF LEARNING MATERIAL (SLM)

(7) To the extent possible, the recruitment net should be cast as large as possible in order to catch the best available talent. (8) All personnel processes, such as recruiting, training, career preparation and advancement, performance assessment, and so on, are intertwined and should be viewed as a whole, rather than piecemeal, in order to maximise overall organisational practise. Process of Recruitment – Recruitment Planning, Attracting Prospective Candidates, Application Pool, Evaluation and Control of Recruitment Recruitment is the process concerned with the identification of sources from where the personnel can be employed and motivating them to offer themselves for employment. Werther and Davis have defined this as follows: “Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.” Recruitment is a process consisting of various activities through which search of prospective personnel — both in quantity and quality — as indicated by human resource planning and job description and job specification is made. This process includes recruitment planning, attracting prospective candidates, and receiving applications from them. These applications are, then, passed on to selection process. Process # 1. Recruitment Planning: The recruitment process begins with preparation, which includes determining the number of applicants to be contacted as well as the form of applicants to be contacted. (i) Number of Contacts: In general, organisations plan to recruit more applicants than they intend to choose in order to provide more options in choosing the best candidates. Since certain applicants may not be interested in entering the organisation or may not meet the selection requirements, this choice is necessary. As a result, once a recruiting policy is considered, the company must prepare for the amount of applicants it may receive in order to fill all of its positions with qualified candidates. The yield ratio (YR), which reflects the relationship between applicant inputs and outputs at various decision points, defines the number of applicants. For example, supposing that an organization has received 1,000 applications for certain number of vacancies of a position, yield ratio at various decision points would be as follows (based on assumption)- Screening of applications (900 qualified) YR = 9:10 Selection tests (700 appeared) YR = 7:9 23 CU IDOL SELF LEARNING MATERIAL (SLM)

Test result (300 passed) YR = 3:7 Interview (100 passed) YR =1:3 Jobs offered to 50 YR = 1:2 Joined 40 YR = 4:5 Total yield ratio 40:1,000 or 4:100 Yield ratio helps in determining the number of applications to be solicited to fill-up the vacancies successfully. However, yield ratio is not a static phenomenon but varies in different situations. For example, yield ratio for a job with governments is much lower as compared to campus recruitment programmes where yield ratios are quite high. (ii). Type of Contacts: This applies to the staff who will be notified of work vacancies depending on the job description and specification. This dictates how work opportunities can be conveyed to potential employees. If an organisation needs unskilled workers, for example, simply posting a notice on the factory gates can suffice. If it is in need of capable and experienced managers, it can place an ad in national newspapers. Process # 2. Attracting Prospective Candidates: They must be drawn to give themselves for consideration for jobs after the recruitment plan is finalised, showing the number and form of prospective applicants. Three concerns are involved in recruiting potential candidates. First, the company must determine whether it will conduct its own recruiting and selection or enlist the help of an outside agency. You may have noticed in the sources of recruiting that in many situations, the recruitment and selection process is handled by outside companies, such as labour contractors, HR consultants, and so on. Second, if the company is performing a recruiting process, it must assess where possible applicants can be found. There are a variety of external channels for hiring candidates that the company may tap into and employ relevant methods for attracting potential candidates. Third, the company should determine who will be in charge of initiating the process of recruiting potential applicants and accepting their applications. This is handled by the HR department of a large company with an HR department, and the involved people manage all of these tasks. Process # 3. Application Pool: Whatever recruiting strategy is used, the ultimate goal is to attract as many applicants as possible to allow for selection versatility. The organisation accepts applications from potential applicants when the sources of recruitment are contacted. The number of applications received is determined by the type of company, the types of positions available, and the current state of the human resource market. The number of 24 CU IDOL SELF LEARNING MATERIAL (SLM)

applicants for Indian civil services, for example, is in the tens of thousands. When a company advertises for management/executive trainee roles in the private sector, it may expect a higher volume of applications than when it advertises for seasoned employees. Similarly, the number of applications received is determined by the company's image. A company with a stronger reputation would be able to draw a greater number of applications. Various applications for a specific job are gathered and used as the basis for the selection process. Process # 4. Evaluation and Control of Recruitment: The final stage of the recruiting process is evaluation and monitoring. In any method, assessment and monitoring are necessary to ensure that the process has met its specified goals and costs. As a result, recruitment should be evaluated and controlled based on its goals and costs. The primary goal of recruiting is to attract as many qualified candidates as possible. I management and professional time spent on preparing job descriptions, job specifications, advertisements, agency liaison, etc., (ii) cost of advertisement or other recruitment methods such as cost of campus recruitment, consultant's fee, etc., (iv) cost of producing supporting literature, (v) recruitment costs. Various qualitative and quantitative criteria may be established to assess the efficacy of a recruiting process for assessment and control purposes. Such criteria could include (i) the type of organisational image that has been created in the minds of potential candidates, (ii) the number of applications received, (iii) the number of applicants rejected at various stages of the recruitment and selection process, (iv) the ratio of candidates selected and rejected, (v) the ratio of candidates selected and candidates joined, and (vi) the number of candidates selected and candidates joined. Such an assessment will provide insight into how the company can improve its recruitment plan in the future. For example, if a specific method shows that chosen applicants have either not joined the organisation or have left it within a short period of time, the organisation will be reluctant to use that method again in the near future. Design of Application Form: An employment application form (also known as an application blank) is a standardised form used to collect relevant information from candidates that may be useful in the recruitment and selection process. Depending on the nature of the role for which it was built, its size can range from a single page to multiple pages. For example, the application form for an operational position may be one page long, while the application form for a managerial position may be several pages long. The contents of an application form should be such that these help: 25 CU IDOL SELF LEARNING MATERIAL (SLM)

1. To make substantive decisions like, \"Does the candidate have the requisite educational credentials and experience to do the job effectively?\" 2. To draw conclusions about the applicant's previous work assignments' success and development. 3. Based on the applicant's past work history, draw assumptions regarding his organisational stability. 4. To make educated guesses about the candidate's chances of landing the job for which he applied. 5. For the purpose of keeping records, information about biographical details is needed. As a consequence, depending on the nature of the position, the application form can provide a number of different types of details about the applicant. Usually, an application form contains the following information: 1. Biographical information, such as name, father's name, date of birth, age, sex, nationality, physical characteristics (height, weight, physical disability, mark of identification, etc.) and contact information, such as name, father's name, date of birth, age, sex, nationality, and physical characteristics (height, weight, physical disability, mark of identification, etc.). 2. Academic achievements, such as professional qualifications from 10th grade onward (subjects provided and grades earned), special merit awards and scholarships awarded, advanced training obtained, and so on. 3. Work experience, including the types of jobs held with various employers, the length of time spent with these employers, the wage and other benefits received, and the reasons for leaving previous employers. 4. Extracurricular activities, such as involvement in athletics, NCC/NSS, debates, and other events, interests, and knowledge about the candidate's rationale for a match with the role applied for are all important things. 5. Projected salary and other benefits 6. Previous employers' names and addresses, as well as referees' names and addresses 7. A candidate's declaration that the information on the application form is right, as well as a space for his or her signature. Companies often use an unstructured application form with a series of questions that the applicant must answer in order for the company to assess his overall suitability for the job. These inquiries are usually about the elements that aren't protected by the formal application blank. 26 CU IDOL SELF LEARNING MATERIAL (SLM)

Classificatory details, behaviours and attitudes, wellbeing, interpersonal relations, parental home, adolescence, personal qualities, spouse and children, self-impressions, leisure, hobbies and interests, beliefs, views and desires, and work travel have all been included in the American Psychological Association's Typical Biographical Inventory Questions. Process of Recruitment – 7 Step Process: Job Requisition, Designing Application Forms, Advertisement, Scrutiny of Application, Selection, Communication and Placement The process of recruitment and selection includes a number of different steps which are as follows: Step # 1. Job Requisition: It is a necessary move that provides the hiring agency with details about each task. “Job analysis” and “job specification” are used to create job requisitions. The study of all evidence relating to a job and its work environment is known as job analysis. A job specification is a list of desirable physical, mental, and temperamental characteristics for completing a task. This step assists in categorising the work recruitment and describes what is expected for a job. 1. Job-related personal and physical characteristics. 2. You must have a specific talent, strength, or aptitude. 3. A job's qualification, whether it's a general educational qualification or a professional qualification, as stated. 4. For a position, you must be at least 18 years old and a permanent resident. 5. You must have prior work experience. The hiring firm chose the employees based on these statistics. Step # 2. Designing Application Forms: Application forms are created to collect the details needed from applicants in accordance with job requirements and specifications. A well-designed application form is required for the recruitment process to be effective. Application and ads are methods for finding the right balance between organisational and individual objectives. The work advertisement should emphasise the most important aspects of the job and explicitly state the job requirements. Applicants should be able to adapt organisational priorities to their own personal objectives. In developed countries such as the United Kingdom, job descriptions and specifications are used to provide disabled candidates with fair work opportunities. The degree to which a job advertisement includes or excludes disabled people is defined by the job description and 27 CU IDOL SELF LEARNING MATERIAL (SLM)

specification, which may include physical, educational, and behavioural specifications that encourage or disallow disabled applicants to apply. Advertisements also maintain compliance with government policy and corporate social responsibility regulation. Step # 3. Advertisement: The first step in the recruitment process is to place an advertisement. The hiring agency made the job openings known through advertisements. It is an effort to find the best candidates for the job while still meeting constitutional criteria by offering all qualified candidates a fair chance. The fact that the role will be filled does not indicate that it will be filled. There are a variety of ways to advertise job openings in the newspaper. These ways are: What are the methods: 1. Newspapers 2. Job-related information 3. Workplace exchange 4. Technical or trade papers 5. Career centres for jobs 6. In field offices, there are notice boards. 7. Social Services Department 8. Ministry of Defense, Directorate of Resettlement, for vacancies reserved for ex- servicemen. Technique of Advertising: The work advertisement agency used a number of tactics to entice people to apply for the job or to explain the job requirements. Here, ads should be plain, understandable, and unambiguous. All appropriate and applicable information should be given to the applicant, as well as elicited in compliance with the organization's requirements. Easy formatting can be used in advertisements. It should not be too graphic or planned. The work posting should be simple to read and include all relevant categories of information. In addition, all work advertisements should ask for details in a logical order. The aim of the job advertisement is to generate interest, communicate key points quickly and explicitly, and provide a clear response process and mechanism. Step # 4. Scrutiny of Application: 28 CU IDOL SELF LEARNING MATERIAL (SLM)

The application review process is an integral aspect of the recruiting process. Scrutiny in an organisation that is built to weed out less desirable workers. When a candidate meets all of the necessary eligibility requirements, or when all of the information required of a candidate is given, the candidate is scrutinised. If a comprehensive review shows a large number of applicants, certain requirements can be introduced to keep the number of applicants to a reasonable proportion. However, when it came to short-listing qualified candidates, the appointing authority followed a logical process. This can be accomplished by a written test, an interview, or the application of other logical criteria. The defect of scrutiny is that in most situations, an exact period for scrutiny is not specified, leaving the management with too much discretion. Step # 5. Selection: Selection is the method of choosing from a group of qualified candidates. The recruiting company is given the option of selecting the candidates. To find the best nominee, it performs an interview, an examination, or both. Following the selection process, a list of applicants is compiled and distributed in order of merit. Most of the time, the list includes more names than there are openings. As a result, some applicants receive job offers and others do not. Depending on the regulations of the organisation in question, this list is usually valid for six months to a year. This list is used to pick workers for a company. Without a doubt, this is an area of human resource management that is rapidly expanding. Step # 6. Communication: The importance of applicant contact with the business or workplace cannot be overstated. Communication tells an applicant whether or not he or she has been selected for the role. A letter of appointment is released following the selection process. The applicant is informed that he or she has been selected for the position in this letter. The appointment letter is subject to a criminal investigation and a medical examination since it is based on the organization's rules.It should be carefully drafted since it determines the state of service or service laws. Appointment letters should be carefully drafted and delivered to prevent many legal issues. Step # 7. Placement: Placement refers to the putting of recruited persons in the right jobs. 2.3 EMPLOYEE SELECTION Employee selection is the method of determining and selecting the best candidate for a vacant position in an organisation. In other words, selection can be described as the process of interviewing applicants and assessing their qualifications for a specific job, followed by the selection of the best candidate for the job. 29 CU IDOL SELF LEARNING MATERIAL (SLM)

The selection of the best candidate for a vacant position would be a valuable asset to the company, assisting it in achieving its goals. 2.3.1 The Employee Selection Process Announcing the Job A manager or boss commissions human resources to fill a new or vacant position, which usually begins the employee selection process. The hiring manager must first determine what qualities she seeks in a candidate. Does the individual have a college diploma, for example, or how many years of relevant experience is required? The human resources department position advertising in the local newspaper and online after the manager determines the job specifications. Human resources often employees a headhunter to find applicants, someone who specialises in a particular area, such as sales. Reviewing Applications Examine resumes to make sure that each candidate's experience fits the work requirements. Occasionally, an organisation may obtain hundreds of resumes in response to an advertisement. Human resources, on the other hand, can only consider a half-dozen. During tough economic times, a number of applicants can have qualifications and experience that surpass the job's requirements. During good economic times, on the other hand, it could be more difficult to find eligible applicants. Nonetheless, human resources and the hiring manager must figure out how many applicants they can bring in for an interview in a reasonable amount of time. 3. Initial Screening Interviewing can begin with a screening interview to save time and money, particularly if a job applicant lives out of town. To further narrow the pool of applicants, human resources will usually perform the screening interview over the phone. A phone interview may also help an organisation figure out whether an applicant has the credentials to warrant flying him in for an interview. 4. In-Person Interviewing After the screening interview, those who make the cut are invited in for face-to-face interviews. Personal interviews are conducted in a variety of ways by various companies. Some employers favour all-day interviews, in which work seekers meet with a new person every hour. Companies may have applicants meet with human resources, the hiring manager, and other employees during this period. Another choice is for candidates to meet with key staff one day and then return the next day to meet with executives. Final Selection Human resources and other staff who interviewed work seekers are normally asked for input by the hiring manager. She might also go through her notes to see who will be the best choice 30 CU IDOL SELF LEARNING MATERIAL (SLM)

for the open role. When it comes to filling a work vacancy, qualifications are just one factor to remember. If it's the candidate's attitude or work ethic, the hiring manager would normally choose someone with whom she can work. Testing Many employers need a drug test before an applicant is employed. Candidates typically remind the tester about any prescription medicines they are taking, since these would show up in the results. If he tests positively for any other drugs, it could jeopardize his being hired. Employees in the insurance industry will be asked to take a psychological examination to decide whether or not insurance is the correct career option for them. The organisation makes an offer to the preferred candidate after the drug or personality test. 2.4 PERFORMANCE MONITORING One of the most important functions of human resource management is employee performance control, which leads to efficient management of individuals and teams in order to achieve specified organisational objectives. The process of cultivating a culture of lifelong learning and growth. Assisting employees in maintaining expected levels of performance and Individual competencies are being improved, and employees are becoming more competitive within the company for positive contributions. Objectives of Performance Monitoring To provide learning, training, and development opportunities to employees. 1 To improve employee job efficiency as well as performance measurement tools and techniques. 2 At the performance preparation stage, study the methods for identifying and deciding on performance standards for teams and individual employees. 3 To evaluate the degree of engagement and motivation needed to embrace and incorporate constructive performance feedback. 4 To implement change prompted by the external world and increase the organization's overall efficiency. Process of Performance Monitoring  Identify gaps in performance plan and demonstration  Discuss, provide feedback and develop improvement plan  Seek employee commitment and verify for adherence 2.5 EMPLOYEE RETENTION Organization is a method in which people come together and work together to accomplish a common goal. Employees are people who work together in a company to earn a living and make a profit. Employees are an organization's lifeblood, contributing greatly to its smooth 31 CU IDOL SELF LEARNING MATERIAL (SLM)

operation and profitability. An organisation cannot succeed if its workers are unconcerned about the organization's success and are more concerned about their own personal interests. Employee retention refers to the policies and procedures that allow workers to remain with a company for a longer period of time. Every business invests time and resources in grooming new employees, training them to be corporate ready, and getting them up to speed with the rest of the team. As employees depart after completing their training, the company experiences a complete loss. Employee retention relates to the various measures taken to ensure that an individual remains with an organisation for as long as possible. Employee Retention refers to management strategies that allow employees to stay with an organisation for longer periods of time. Employee retention initiatives go a long way in encouraging employees to stick with the business as long as possible and contribute effectively. Sincere efforts must be made to ensure that staff in their current assignments develop and learn while still having fun. Employee retention has become a big issue for companies in the current climate. Individuals with a higher level of education are more likely to move to other companies in search of better opportunities. A fair salary, flexible working hours, a more pleasant working atmosphere, and advancement opportunities are only a few of the factors that encourage an employee to change careers. Management and the human resource team have a responsibility to interfere as soon as a successful employee expresses his desire to leave and find out the precise reasons for his decision. According to study, the majority of workers quit a business due to dissatisfaction and frequent disagreement with their managers or other team members. A low pay, a lack of advancement opportunities, and a lack of motivation can all cause an employee to seek new employment. Management must make every effort to maintain all staff who are important to the system and considered positive contributors. Line managers and management have an obligation to ensure that employees are pleased with their roles and duties, and that their jobs provide them with new tasks and learning opportunities on a regular basis. Need & Importance of Employee Retention Let us understand why retaining a valuable employee is essential for an organization.  Hiring is not an easy process: The HR Professional selects a few individuals from a wide pool of candidates, performs preliminary interviews, and then forwards the candidates to their respective line managers, who question them further to determine if they are a good match for the business. The process of choosing the right candidate takes time.  An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture:A new hire is totally untrained, and management must work diligently to prepare him for his overall development. If anyone leaves an organisation unexpectedly, it is a total waste of time and resources. For the same position, HR would start the recruiting process all over again; this is a waste of time. Finding 32 CU IDOL SELF LEARNING MATERIAL (SLM)

the right employee for a company is a time-consuming operation, and all of the efforts are lost until the employee leaves.  When an individual resigns from his present organization, it is more likely that he would join the competitors: Employees in such situations are prone to taking all of the existing organization's tactics and practices with them to the new one. Individuals bring all of the important data, facts, and statistics to their new company, and in some cases, they even leak the previous company's secrets. To prevent such situations, it is critical that the new hire sign a contract prohibiting him from disclosing any details even if he leaves the company. A stringent strategy should be enforced to discourage workers from joining rivals. This is a good way to keep the staff.  The employees working for a longer period of time are more familiar with the company’s policies, guidelines and thus they adjust better: They are more active than people who change jobs regularly. Employees who have invested a substantial amount of time in a company know what there is to know about the company and can therefore participate efficiently.  Every individual needs time to adjust with others: It takes time to get to know one's teammates, be polite with them, and ultimately trust them. Employees who are cooperative with one another and who address issues among themselves to come up with something beneficial to all profit organisations. When a new employee replaces an existing one, issues with transition arise. It is incredibly difficult for people to develop a degree of familiarity with the other person. It's difficult for workers to adapt to someone new and, more importantly, trust him after building a rapport with a current employee. It is natural for people to equate new hires to previous workers and find flaws in them.  It has been observed that individuals sticking to an organization for a longer span are more loyal towards the management and the organization: They profit from the company in a variety of ways, and as a result, they are more attached to it. They seldom criticise their employer and are often in the management's favour. For them, organisation comes first, followed by everything else.  It is essential for the organization to retain the valuable employees showing potential: Every company requires hardworking and talented workers who can come up with something new and innovative. If all of the top performers leave, no company will survive. It is important for the company to keep those workers who work extremely hard and are critical to the system's success.Management must be able to distinguish between a valuable employee and one who does not contribute much to the business. Sincere attempts must be made to motivate workers so that they remain satisfied with their current positions and do not seek new opportunities.It is important for a company's growth and sustainability that high- potential workers remain with it for a longer period of time and contribute effectively. Employees who spend a significant amount of time with the company are more loyal and 33 CU IDOL SELF LEARNING MATERIAL (SLM)

dedicated to the management and often make decisions in the company's best interests. When you first meet someone, there isn't much of an emotional connection, but as the relationship grows, a sense of loyalty and trust develops. Similarly, when a person spends a significant amount of time in a company, he becomes emotionally attached to it and works hard to improve the company's brand image.While management cannot fully prevent workers from leaving their jobs, it can monitor the process to a large degree. Let us go through some strategies to retain an individual:  When a job becomes monotonous and does not deliver something different, an employee seeks a shift. It is important for everyone to take pride in everything they do. Individual duties must be assigned based on their specialisations and preferences. It is the team leader's duty to delegate demanding tasks to his team members so that they appreciate their work and do not see it as a chore. Performance assessments are crucial to assess whether or not workers are pleased with their jobs.  Constant disputes among employees encourage them to go for a change. Conflicts must be avoided in order to preserve the environment's decorum and prevent spreading negativity. Encourage workers to participate in events that put them closer together. Organize outdoor picnics and casual get-togethers for workers to get to know one another better and reinforce their ties. Allow them to make friends at work with whom they can really trust. Employee relationship is an important element that aids in employee retention. Individuals who have dependable coworkers are unable to leave for the sake of friendship. No one wants to abandon a place where he feels mentally at ease. It is important to have a friendly working environment.  The human resource department must ensure that it is hiring the right candidate. If there is a discrepancy, frustration arises. If a finance professional is hired for a marketing position, he or she may quickly become dissatisfied and search for a new job. The best candidate for the right job must be recruited. When hiring a new employee, it's necessary to look into his history. An individual who has frequently changed jobs in the past will not stick with the current one and therefore should not be employed.  Employee recognition is one of the most important factors which go a long way in retaining employees. Nothing works better than expressing gratitude to the staff. Their efforts must be recognised. Employees are highly motivated by monetary rewards such as bonuses, perks, and cash prizes, and they choose to stay with the company. The top performers should have an advantage and receive special consideration from management.  Performance appraisals are also important for an employee to stay motivated and avoid looking for a change. Salary rises should be equal to the amount of effort put in by workers. Partiality should be avoided because it demotivates talented people and allows them to search for a better career. 34 CU IDOL SELF LEARNING MATERIAL (SLM)

 The salary of the employees must be discussed at the time of the interview. To prevent potential misunderstandings, the components of the wage must be clear and fully addressed with the individuals at the time of hiring. Individuals can only be required to enter if the pay and other terms and conditions are agreeable to them.  The company’s rules and regulations should be made to benefit the employees. They should be welcoming to workers. Enable them to take a day off on their birthdays or to arrive a few minutes late once or twice a month. It is critical for management to comprehend their workers in order to earn their loyalty and confidence. For consistent performers to feel significant, they must have a say in company decisions. 2.6 SOURCE OF TALENT The process of discovering, studying, generating, and networking with potential job candidates in order to turn them into job applicants is known as source of talent. The aim of talent sourcing is to build a steady stream of highly qualified candidates. Recruitment vs. Talent Sourcing At its most basic level, the purpose of talent procurement is to turn non-applications into applicants. On the other hand, recruiting necessitates the transformation of candidates into workers. As a result, talent procurement is the first step in the hiring process and a critical component of creating a strong talent pipeline. As a result, the relationship between talent sourcing and hiring is symbiotic. Most recruiters find candidates for assigned requisitions using a range of methods, including LinkedIn and work boards. They are in charge of the entire recruitment process. When required, recruiters interact with talent sourcing members. A talent source is typically focused on producing leads for a limited number of job openings. They collaborate closely with hiring and recruitment managers. Their mission is to locate and attract talent, generate leads, and generate interest in open positions. In other words, procurement and hiring are complementary but separate methods. The Talent Sourcing Process  Each company should devise its own sourcing strategy to meet its specific requirements. With that in mind, the sourcing process can be broken down into four basic steps. The talent sourcing method, as you can see, blends elements that are unique to talent sourcing with those that correlate with recruiting.  Plan: Establishing a clear strategy to steer the quest for places where you are most likely to find a high-density of suitable candidates is the first step in talent sourcing. 35 CU IDOL SELF LEARNING MATERIAL (SLM)

 Source: Following the development of a sourcing strategy, the next step is to define, communicate, and establish relationships with potential candidates. For more detail about how to source effectively, see the \"Talent Sourcing Tips\" section below.  Assess: After you've compiled a list of interested candidates, it's time to evaluate them. This includes finding the applicants who are ideally suited for the job and who are more consistent with the company's culture and values.  Hire: You will give the job to the best candidate after a rigorous interview process, discuss the specifics of the employment contract, and eventually recruit them.  On boarding: the final stage of the talent sourcing process entails the on boarding of new employees. Talent Sourcing Tips The talent sourcing process requires careful attention to detail. Here are eight tips for how to optimize your sourcing practices.  Identify talent based on growth needs: It's not just about finding the most talented people when it comes to talent sourcing. It also necessitates the discovery of talented individuals whose talents match the company's requirements. In other words, you want talent that is compatible with and sensitive to your company's requirements.  Write a job description with your talent needs in mind: Creating job descriptions with direct and explicit connections between the needs and the talent needed to fulfil them is one of the simplest ways to find talent that meets the organization's needs. In other words, if you stress your talent criteria in your ads, you'll be more likely to attract several top candidates who fulfil your requirements.  Create an ideal candidate profile: Before you begin sourcing candidates, develop a detailed profile of your ideal candidate. What and how much work experience are you looking for? What specific skills are required to perform the job, and which skills are preferred? What about salary range? Workplace flexibility? Personality traits, etc.?  Source the right talent pools: You would have a much easier time recruiting and analysing your talent pool if you build detailed ideas about what you are looking for in your candidate profile. Different job platforms specialise in different things. Understanding where applicants with the ideal abilities are concentrated is key to sourcing the right talent.  Connect personally with your leads: You'll need a straightforward plan to advise how you'll interact with potential applicants once you've established the appropriate talent pools. Furthermore, the messages you give to leads should be tailored to them. If candidates believe they are receiving nothing more than a form email, they are less likely to reply. By sending a comprehensive note, you are indirectly implying that you care for them at the outset of your relationship. Consider mentioning common interests or abilities, as well as 36 CU IDOL SELF LEARNING MATERIAL (SLM)

why you think they'd be a good match for your job. There's no need to oversell and scare people off, but using a personal link to lead into details about your company's culture, related teams, and priorities can help you draw more applicants. Furthermore, research shows that sending three emails—one customised and two follow-ups—increases the likelihood of receiving a response.  Respect Candidates Time: Candidates should not be asked to apply for the job, nor should they be asked to submit resumes or take online tests. Instead, the aim of the initial contact is to arrange a 10-15 minute phone call to further discuss the vacancy. After the phone call, you should start talking about applying for the job.  Don’t forget about passive leads: Talent sourcing is a long-term process that necessitates a large pool of candidates. As a result, whether you're aggressively hiring them or not, you need to stay in touch with your passive leads. Twice a year, you can meet with them and keep them up to date on your company's growth, wish them well on their birthdays, and so on.  Try out new strategies: It's important that the sourcing process doesn't get outdated. You should still be looking for ways to develop your talent acquisition strategy. Only by trial and error would this be possible. So, if you or your talent procurement team are interested in trying out a new approach, plan a proactive way to test it out, get feedback, and track the results. The first step in getting the best candidates into your company is to do some talent sourcing. The most effective talent procurement teams are able to maintain a steady stream of high- quality potential candidates who are interested in working for your business. You can optimise the utility and profit of your talent sourcing operation by getting a transparent sourcing process in place, implementing best practises, and continually revising your strategy. 2.7 SUMMARY • Prior to taking action, preparation is the process of determining goals and courses of action. • Human Resource Planning is a method for an organization's acquisition, use, enhancement, and protection of human resources. • Recruiting is a constructive process in which management establishes a pool of possible workers from which the right person for the right position is selected. • Employee selection is the method of identifying and selecting the best candidate for a vacant position in an organisation. • Employee retention refers to the policies and procedures that allow workers to remain with a company for a longer period of time. 37 CU IDOL SELF LEARNING MATERIAL (SLM)

• A talent source is typically focused on producing leads for a limited number of job openings. They collaborate closely with hiring and recruitment managers. Their mission is to locate and attract talent, generate leads, and generate interest in open positions. In other words, procurement and hiring are complementary but separate methods. 2.8 KEYWORDS  Performance monitoring:To improvise individual job performance as well as methods a techniques of measuring performance.  Talent Sourcing: Talent sourcing is therefore the starting point of the recruitment process and an essential element of building a robust talent pipeline.  Recruitment:Recruitment is the process of searching the candidates for employment and stimulating them to apply for job  TA – Talent Acquisition  TM – Talent Management 2.9 LEARNING ACTIVITY 1. Collect the data on HR Technology selection and Implementation in any one manufacturing company. __________________________________________________________________________ _____________________________________________________________________ 2. Collect data and explain briefly on HR Leadership and Modernization in any one B Listed Company in India. ___________________________________________________________________________ ____________________________________________________________________ 2.10 UNIT END QUESTIONS A. DescriptiveQuestions Short Questions 1. What is planning? 2. Define HR Planning? 3. What are the problems in HR Planning? 4. What are the sources of Recruitment? 38 CU IDOL SELF LEARNING MATERIAL (SLM)

Long Questions 1. Explain the selection process for an employee in an organisation. 2. How the employee performance can be monitored? 3. Discuss the importance of Employee Retention? B. Multiple ChoiceQuestions 1. The process of forecasting the future demand for, and supply of, the right type of people in the right number in an organization is called as __________. a. Human Resource Planning b. Recruitments c. Human Resource Management d. Human Capital Management 2. The importance of the Human Resource Planning can be seen through which factor(s)? a. Creating highly talented personnel b. International strategies c. Resistance to change and move d. All of these 3. A process that is used for identifying and developing internal people with the potential to fill key business leadership positions in the company is called ______. a. Highly talented personnel creation b. investing in human resources c. Succession planning d. None 4. What is the main motive of recruitment? a. Tomake sure that there is match between cost and benefit b. To Help increase the success rate of the selection process by reducing the number of visibly underqualified or over qualified job applicants. c. Help the firm create more culturally diverse work - force d. None of these 5. The poor quality of selection will mean extra cost for _______. 39 a. Training and supervision. CU IDOL SELF LEARNING MATERIAL (SLM)

b. Recruitment c. Work quality d. None 6. The most important external factor governing recruitments? a. Sons of soil b. Labor market c. Unemployment rate d. Supply and demand 7. Which of this external factor is important while recruiting for non - managerial, supervisory and middle - management positions? a. Political - Legal b. Unemployment rate c. Labor market d. Growth and Expansion 8. Which act deals with recruitment and selection? a. Child labor act b. The apprentices act c. Mines act d. All of these 9. A major internal factor that can determine the success of the recruiting program is based upon the organization’s ______. a. HRP b. Selection c. Induction d. None of these 10. _________ refers to the process of identifying and attracting job seekers to build a pool of qualified job applicants. a. Selection b. Training c. Recruitments d. Induction Answers 40 CU IDOL SELF LEARNING MATERIAL (SLM)

1 – a, 2 – d, 3 – c, 4 – b, 5 – a, 6 – d, 7 – c, 8 – d, 9 – a, 10 – c 2.11REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson  Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication  Yu, K. Y. T., & Cable, D. M. (Eds.). (2013). The Oxford handbook of recruitment. New York, NY: Oxford University Press.  Bersin, J. (2012, June 22). Social recruiting goes wild. Forbes. Retrieved from http://www.forbes.com/sites/ joshbersin/2012/06/22/social-recruiting-goes-wild.  Strack, R., Caye, J., von der Linden, C., Quiros, H., & Haen, P. (2012, August 2). Realizing the value of people management. Bcg.perspectives. Retrieved from https://www.bcgperspectives. com/content/articles/people_management_human_resources_ leadership_from_capability_to_profitability  SmashFly. (2015, September). SmashFly recruitment marketing report card for the 2015 Fortune 500. SmashFly. Retrieved from http://www.slideshare.net/SmashFly/smashfly-recruitmentmarketing-report-card-for- the-2015-fortune-500  Gurchiek, K. (2014, September 3). Social and mobile recruiting delivers for UPS. SHRM Online. Retrieved from http://www.shrm. org/hrdisciplines/technology/articles/pages/ups-social-andmobile-recruiting.aspx0 41 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT – 3: TALENT ACQUISITION Structure 3.0 LearningObjectives 3.1 Introduction 3.2 Job Analysis 3.3 Method of Collecting Information 3.4 Developing Questionnaires 3.5 Interviews 3.6 Summary 3.7 Keywords 3.8 Learning Activity 3.9 Unit End Questions 3.10References 3.0LEARNING OBJECTIVES After studying this unit, you will be able to:  Define Talent Acquisition  Identify scope of Talent Management  Benefits of Talent Management  Methods of Collecting information  Developing of Questionnaires and Job description  Strategic trends in Talent Acquisition 3.1 INTRODUCTION The process of locating and hiring qualified human labour for organisational needs and to satisfy any labour requirement is known as talent acquisition. When used in the sense of recruitment and HR, talent acquisition typically refers to the Human Resources department's talent acquisition department or team. An organization's talent management team is in charge of locating, acquiring, evaluating, and hiring applicants to fill positions that are necessary to fulfill company goals and project requirements. 42 CU IDOL SELF LEARNING MATERIAL (SLM)

It's a one-of-a-kind feature, and the department is still in its infancy. Recruiting is still an indistinct feature of an HR generalist in many businesses. However, in many companies, the term \"recruiting\" did not include all of the responsibilities of the corporate recruiter. To fulfill the advanced and specific roles, a separate designation of talent acquisition was needed. Modern talent acquisition is a strategic feature of a company that involves not only talent acquisition but also workforce planning functions including organisational talent forecasting, talent pipelining, and strategic talent evaluation and development. Talent acquisition is rapidly evolving into a distinct profession, perhaps even distinct from general recruitment. Professionals in talent management are typically well-versed in not only sourcing strategies, employee evaluation, and enforcement and hiring standards, but also in job branding and corporate hiring initiatives. The role of talent acquisition has become increasingly entwined with marketing and public relations, as well as Human Resources. Effective recruitment necessitates well-thought-out corporate messaging around hiring and talent growth, as multinational companies must hire internationally with disparate needs and requirements. Talent management practitioners often craft the company's unique message around the company's approach to recruiting and employee growth. As a result, the jobs brand includes not only human capital acquisition, but also corporate employee growth. The distinct needs of large organisations, especially in terms of recruiting, hiring, and retaining top talent, resulted in the creation of a distinct talent acquisition practice and profession. Recruiting practitioners often turn between agency and corporate recruiting functions. The recruitment roles in most companies are similar: the recruitment position is in charge of recruiting talent and getting eligible applicants to the business. Modern talent management, on the other hand, is evolving into a distinct skill collection. Since talent acquisition practitioners often deal with post-hire issues like employee retention and career advancement, the talent acquisition position is rapidly evolving into a distinct craft. Since talent acquisition and growth are so intertwined with a company's overall performance and efficacy, some recruiting industry consultants also advocate for a talent department separate from the HR department. Talent development isn't a modern craft; it's the easy method of attracting good people to fill a company's needs. Talent acquisition, on the other hand, is rapidly emerging as a distinct and significant job feature. 3.2 JOB ANALYSIS Employment analysis is a vital method for collecting job-related knowledge. Two data sets, including a work description and a job definition, are obtained and documented as a part of the process. Unless and unless the HR manager has these two sets of data, no work vacancy 43 CU IDOL SELF LEARNING MATERIAL (SLM)

can be filled. It's important to identify them precisely in order to match the right person to the right location and time. This assists both the employer and the employee in determining what needs to be delivered and how it should be delivered. Job research details must provide both a job description and a job specification. Writing them down in a straightforward and accurate manner aids the company and the crew in dealing with a variety of problems while aboard. Figure 3.1: Job Analysis Model Though job descriptions and specifications are not legally required, they are critical in achieving the desired result. These data sets assist in assessing the need for, importance of, and scope of a particular job. JOB DESCRIPTION A job description provides basic job-related information that can be used to advertise a vacancy and attract applicants. Job description, job position, reporting to and from workers, job summary, purpose and goals of a job, tasks and duties to be performed, working conditions, machinery, resources, and equipment to be used by a prospective worker, and hazards involved are all included. Purpose of Job Description • The primary goal of a job description is to gather job-related information in order to advertise for a specific position. It aids in the recruitment, targeting, and selection of the best applicant for the job. • It's used to figure out what needs to be delivered in a specific work. It specifies what workers are expected to do if they are hired for that position. • It gives recruiters a simple picture of the type of applicant needed by a particular department or division to fulfill a specific task or job. • It also specifies who will be responsible for reporting to whom. 44 CU IDOL SELF LEARNING MATERIAL (SLM)

JOB SPECIFICATION A work specification, also known as an employee specification, is a written statement of educational credentials, specific attributes, level of experience, physical, mental, technological, and communication skills needed to perform a job, job duties, and other unique sensory demands required to perform a job. It also includes intellect, aptitude, memory, judgement, leadership skills, emotional capacity, adaptability, versatility, principles and ethics, etiquette, and imagination, among other things. Purpose of Job Specification • Job specifications, which are based on job descriptions, assist applicants in determining whether or not they are eligible to apply for a specific job opening. • It assists an organization's recruitment team in assessing what level of skills, qualities, and collection of characteristics an applicant must possess in order for him or her to be considered for a job opening. • A job definition includes basic information about a job, such as job requirements, requisite technical and physical skills, conversational abilities, and more. • It assists in the selection of the best applicant for a specific work. Employment analysis includes two parts: job description and job definition. They fully describe a position and instruct both the employer and the employee on how to go through the whole recruiting and selection process. Both data sets are important for finding the best match between work and talent, assessing performance and analysing training needs, and deciding the importance of a job. 3.3 METHODS OF COLLECTING INFORMATION Collecting data is a methodical process of collecting and evaluating precise data in order to provide answers to important questions and analyse the findings. It focuses on learning everything there is to know about a specific subject. Data is gathered in order to be subjected to hypothesis testing, which is used to try to understand a phenomenon. When making a proposition on the basis of justification, hypothesis testing removes assumptions. There are a variety of outcomes for which data is obtained by data collectors. However, the primary aim of data collection is to place a researcher in a position where he or she can make assumptions about potential probabilities and patterns. Primary and secondary data are the two types of data that can be obtained. The former is gathered by a researcher using first-hand sources, while the latter is gathered by someone other than the user Before we get into the different forms of data collection, let's talk about what they are. It's worth noting that data collection is divided into two categories: primary data collection and secondary data collection. 45 CU IDOL SELF LEARNING MATERIAL (SLM)

Primary Data Collection By definition, primary data collection is the gathering of raw data at the source. It is the method of gathering original data gathered by a researcher for the purpose of a particular research project. It can be divided into two categories: qualitative analysis and quantitative data collection techniques.  Qualitative Research Method The qualitative analysis methods of data collection do not require the collection of data based on statistics or the need to be deduced by a statistical equation, but rather on non-quantifiable elements such as the researcher's feeling or emotion. An open-ended questionnaire is an example of such a form. Figure 3.1: Qualitative Research Method  Quantitative Method Quantitative approaches are presented as numbers that must be deduced using mathematics. Use of a questionnaire with closed-ended questions to arrive at figures to be measured mathematically is an example. Also included are correlation and regression approaches, as well as mean, mode, and median. Figure 3.2: Quantitative Method 46 CU IDOL SELF LEARNING MATERIAL (SLM)