1. PLANNING FOR RECRUITMENT
PRESENTED BY: DHARMENDRA CHAUDHARY

2. Planning for and Recruiting Human Resources2 W E E K
Planning for and Recruiting Human Resources
The Process of Human Resource Planning
Recruiting Human Resources
Recruitment Sources
Recruiter Traits and Behaviors

3. Human Resource Planning
Figure 5.1

4. Introduction
Human resource planning is a process by which an organization ensures that
it has the right number and kinds of people
at the right place
at the right time
capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

5. 1. Determine future needs 2. Determine future turnover
10.3
1. Determine future needs
2. Determine future turnover
Steps
Involved in Strategic Human Resources Planning
4. Offer training and development
3. Recruit, hire, or layoff as necessary 4

6. HUMAN RESOURCE PLANNING
The development of a comprehensive staffing strategy for meeting the organization’s current & future human resource needs.
An effort to anticipate future business and environmental demands upon and organization and to provide personnel to fulfill that business and satisfy that demand.

7. Overall Strategic Plan Human Resources Strategic Plan
HR Planning Process
HR Strategies
The means used to anticipate and manage the supply of and demand for human resources.
Provide overall direction in which
HR activities will be developed and
managed.
Overall Strategic Plan
Human Resources Strategic Plan
HR Activities

8. Linking Organizational Strategy to Human Resource Planning
Assessing current human resources
Succession planning
includes the development of replacement charts
portray middle-to-upper level management positions that may become vacant in the near future
lists information about individuals who might qualify to fill the positions

9. Linking Organizational Strategy to Human Resource Planning
Predicting the Future Labor Supply
Decreases in internal supply come about through:
Retirements
Dismissals
Transfers-out
Lay-offs
Voluntary quits
Sabbaticals
Prolonged illnesses
Deaths

10. Linking Organizational Strategy to Human Resource Planning
Retirements are the easiest to forecast.
Other factors are much more difficult to project.
Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.

11. Linking Organizational Strategy to Human Resource Planning
Where Will We Find Workers
migration into a community
recent graduates
individuals returning from military service
increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time
The potential labor supply can be expanded by formal or on-the-job training.

12. Linking Organizational Strategy to Human Resource Planning
Matching Labor Demand and Supply
Employment planning compares forecasts for demand and supply of workers.
Special attention should be paid to current and future shortages and overstaffing.
Decruitment or downsizing may be used to reduce supply and balance demand.
Rightsizing involves linking staffing levels to organizational goals.

13. Linking Organizational Strategy to Human Resource Planning
Employment Planning and
the Strategic Planning Process

14. Estimating Internal Labor Supply

15. Elements of Effective HR Planning
3. Implement Plans to Balance Supply and Demand
2. Forecast Future Internal/External Candidates (Supply)
1. Forecast Future HR Needs (Demand)

16. Forecasting Future HR Needs (Demand)
Forecasting based on:
projected turnover
quality and nature of employees relative to needs
decisions regarding product quality and new markets
plans for technological and administrative change to increase productivity and reduce headcount
financial resources available

17. Forecasting Future HR Needs (Demand)
Quantitative Approaches:
Trend analysis: review past employment levels
Ratio analysis: ratio of business activity/employees
Scatter plot: graph of business activity/employees
Regression analysis: statistical relationship between business activity and employees

18. Forecasting Future HR Needs (Demand)
Qualitative Approaches:
Nominal Group Technique
experts meet face-to-face
group discussion facilitates exchange of ideas
possible subjectivity, group pressure
Delphi Technique
experts work independently
wide range of views
difficult to integrate diverse opinions
Managerial judgment

19. Forecasting Future HR Supply:
Markov Analysis
tracking the pattern of employee movements through various jobs and developing a transitional probability matrix

20. Forecasting Future HR Supply
Skills/Management Inventories
summary of each employee’s education, experience, interests, skills
for managers, also includes managerial responsibilities, duties in current/previous positions, management training

21. Forecasting Future HR Supply
Replacement Charts/Summaries
visual representations of likely internal replacement employees for each position, including age, present performance rating, promotability status
replacement summaries also list relative strengths and weaknesses, current position

22. Forecasting Future HR Supply
Succession Planning
analyze demand for managers/professionals
audit existing executives, project future supply
individual career planning/career counselling
accelerated promotions
performance-related training and development
planned strategic recruitment

23. Forecasting Future HR Supply
External Candidates
general economic conditions
national labour market conditions
local labour market conditions
occupational market conditions

24. Balancing Supply and Demand
Dealing with a Labour Surplus
hiring freeze
attrition
early retirement buyout programs
reducing hours (job sharing, work sharing, reduced workweek)
layoffs; supplemental unemployment benefits
termination with severance package

25. Balancing Supply and Demand
Dealing with a Labour Shortage
overtime
hiring temporary employees
subcontracting work
external recruitment
transfers
promotions

26. Balancing Supply and Demand
Canada’s Looming Labour Shortage
over next 20 years, baby boomers will retire, creating a critical undersupply of labour
retention of older workers
more Aboriginals, visible minorities, females
more apprenticeships
aggressive external recruiting
offer flexible work arrangements

27. Balancing Supply and Demand
Flexible Work Arrangements
sought by younger workers to achieve work-life balance
sought by older workers to bridge to retirement
also assists in meeting customer needs

28. Developing and Using a Strategic HR Plan
Issues in Matching the Supply of Labor with the Demand for Labor
Succession Planning
Managing a Human Resources Surplus
Outplacement Services
HR Planning in Mergers and Acquisitions

29. Managing a Human Resources Surplus
Workforce Realignment
“Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all mean reducing the number of employees in an organization.
Causes
Economic—weak product demand, loss of market share to competitors
Structural—technological change, mergers and acquisitions

30. Managing a Human Resource Surplus (cont’d)
Downsizing Approaches
Attrition and hiring freezes
Not replacing departing employees and not hiring new employees
Voluntary Separation Programs
Early retirement buyouts offer incentives to encourage senior employees to leave the organization early.
Layoffs
Employees are placed on unpaid leave until called back to work when business conditions improve.
Employees are selected for layoff on the basis of their seniority or performance or a combination of both.

31. KSAs = TDRs = Job Success?
Placement
Person-job Fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs).
KSAs = TDRs = Job Success?

32. What is a Job? Job A group of related activities and duties Position
The different duties and responsibilities performed by only one employee
Job Family
A group of individual jobs with similar characteristics
Job

33. Person/Job Fit

34. Approaches to Understanding Jobs
Workflow analysis
Job design
Job analysis
Job descriptions and job specifications

35. Outputs Goods and Services
Workflow Analysis
Workflow Analysis
A study of the way work (inputs, activities, and outputs) moves through an organization.
Inputs
People
Materials
Equipment
Activities
Tasks and Jobs
Outputs Goods and Services
Evaluation

36. Physical and Mental Health
Job Design
Organizing tasks, duties, and responsibilities into a productive unit of work.
Job Design
Job Satisfaction
Job Performance
Physical and Mental Health

37. Job Analysis
Job Analysis is a systematic exploration of the activities within a job.
It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.

38. Job Analysis
Goal
Determine the duties and responsibilities of a particular job
Determine how the job relates to other jobs and the level of importance of the job
Determine the necessary qualifications in order to perform the job
Determine the working conditions associated with the job.

39. Uses of Job Analysis Information
Compensation and job evaluation
Recruitment and selection
HR planning
Training and Development
Performance Appraisals

40. Job Analysis: What is Analyzed?
Work activities
Schedule
Location
Materials used
Job performance
Skills and training
Supervision, promotions
Products, services
Everything related to the job is analyzed – from ideal hours to do the job to materials used to best positions. Other than the functions on the slide, is there anything else that might be analyzed?

41. Job Analysis: The Big Picture
The relationships among job analysis,
planning, recruitment and selection
Job Analysis
HR Planning
Recruitment
Nature and
requirements
of specific jobs
Number of
specific jobs
to be filled
Pool of Qualified
Applicants
Selection

42. Job Analysis Methods:How do you collect the information?
Interviews
Structured Questionnaire
Direct Observation
Logbooks / Work Diaries

43. Interviews Most commonly used method very adaptable
Usually conducted with
job incumbents
technical experts
supervisors
Questions like:
what are your most typical duties?
How long do they take?
How do you do them?
Caution: people may misrepresent/exaggerate job

44. Questionnaire
Lists of many (>200) job characteristics and activities
rated in term of frequency and importance
method is most useful for comparing jobs
very commonly used (esp. with interviews)

45. Observation Unobtrusive method
camera; video; audio
Excellent for understanding and appreciating conditions under which job is performed
Allows analyst to experience aspects of job that worker may not be aware of

46. Logbook / Worker Diaries
Worker makes systematic entries in book outlining activities
May be useful for jobs that are difficult to observe
Caution, not commonly used
too much variance in writing skills
can exaggerate tasks performed

47. Outcomes of Job Analyses
Job Description
written statement of a job and its requirements(tasks to perform)
Job Specification
written statement of the necessary qualifications of the job incumbent
Education
Experience
Specialized training
Personal Traits
Manual dexterity

48. Determining Job Requirements
Nature of:
Basis for:
Job Analysis
What employee does
Why employee does it
How employee does it
Determining job requirements
Job Description
Summary statement of the job
List of essential functions of the job
Employee orientation
Employee instruction
Disciplinary action
Job Specification
Personal qualifications required in terms of skills, education and experience
Recruitment
Selection
Development

49. WHAT JOBS SHOULD BE ANALYZED FIRST?
Jobs where adverse impact in hiring has occurred
Entry-level jobs
Jobs whose content has changed
Jobs with incumbents having poor performance or high turnover

50. Job Analysis Job Descriptions
Written statement of what jobholder does, how it is done, under what conditions and why.
Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities.
Used to describe the job to applicants, to guide new employees, and to evaluate employees.
Identification of essential job functions is needed to assure compliance with Americans with Disabilities Act.

51. Key Elements of a Job Description
Job Title
Indicates job duties and organizational level
Job Identification
Distinguishes job from all other jobs
Essential Functions (Job Duties)
Indicate responsibilities entailed and results to be accomplished
Job Specifications
Skills required to perform the job and physical demands of the job

52. Job Analysis Job Specifications
States minimum acceptable qualifications.
Used to select employees who have the essential qualifications.

53. Job Analysis Job Evaluations
Specify relative value of each job in the organization.
Used to design equitable compensation program.

54. Job vs. Worker Oriented Analyses
Job-Oriented
analysis of tasks necessary to complete the job
e.g. EMBA student
attend lectures
take notes
read text
write reports
Do assignments at home
Worker-Oriented
analysis of the skills and abilities required
e.g. EMBA student
intelligent
self-motivated
able to work alone
able to integrate diverse information
good long-term memory
time-management skills

55. Job Evaluation
Process by which wage rates are applied differentially to jobs
Market Perspective (External Equity)
how difficult is it to fill the position
not an assessment of value
Based on Job Analysis (Internal Equity)
skill
effort
responsibility
working conditions
education requirements

56. Nature of Job Design Job Enlargement
Broadening the scope of a job by expanding the number of different tasks to be performed.
Job Enrichment
Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.
Job Rotation
The process of shifting a person from job to job.

57. Specialized to Enlarged Jobs
Job Enlargement = same-level activities
Job Rotation = moving from one job to another
Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition

58. recruitment/selection
Job Analysis
Sift and shortlist
Assessment
Job Description
Competency profiling
Selection Interviews
Induct and Train
Identify Vacancy
Decide on appropriate
recruitment/selection
methods
Decide how to
attract candidates
Take up references
Market the Job
Make a decision
And offer 58