1. 5 Planning For and Recruiting Human Resources What do I Need to Know?
Chapter 5
Planning For and Recruiting Human Resources
What do I Need to Know?
Discuss how to plan for human resources needed to carry out the organization’s strategy.
Determine the labor demand for workers in various job categories.
Summarize the advantages and disadvantages of ways to eliminate a labor surplus and avoid a labor shortage.
Describe recruitment policies organizations use to make job vacancies more attractive.
List and compare sources of job applicants.
Describe the recruiter's role in the recruitment process, including limits and opportunities.

2. The Process of Human Resource Planning
Human resource planning is defined as identifying the numbers and types of employees the organization will require to meet its objectives.
Reasons organizations should carry out HR planning include:
To meet business objectives
Gain an advantage over competitors
HR planning:
Compares the present state of the organization with its goals for the future
Identifies what changes it must make in HR to meet these goals
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3. Overview of the Human Resource Planning Process
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4. Forecasts of Labor Surplus and Shortage
The first step in HR planning is forecasting.
Forecasting is defined as the attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.
Can use statistical methods or judgment
There are several ways for forecasting the demand for labor including:
Statistical models:
Trend analysis
Leading indicators
Determining the internal labor supply calls for a detailed analysis of how many people are currently in various job categories or have specific skills within the organization.
Transitional matrix
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5. Goal Setting and Strategic Planning
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Goal Setting and Strategic Planning
The second step in HR planning is goal setting and strategic planning.
The purpose for setting specific numerical goals is to focus attention on the problems and provide a basis for measuring the organization’s success in addressing labor shortages and surpluses. The goals come directly from the analysis of labor supply and demand.
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6. HR Strategies for Addressing a Labor Shortage or Surplus
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HR Strategies for Addressing a Labor Shortage or Surplus
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7. Goal Setting and Strategic Planning
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Goal Setting and Strategic Planning
Core competency: a set of knowledge and skills that make the organization superior to competitors and create value for customers.
Downsizing: planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.
Early-retirement programs: programs that encourage older workers to leave voluntarily.
Phased retirement programs
The most widespread methods for eliminating a labor shortage are:
Temporary workers
Outsourcing: contracting with another organization to perform a broad set of services
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8. Implementing and Evaluating The HR Plan
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Implementing and Evaluating The HR Plan
The final stage of HR planning involves implementing the strategies and evaluating the outcomes.
When implementing the HR strategy, the organization must hold some individual accountable for achieving the goals.
In evaluating the results, the most obvious step is checking whether the organization has succeeded in avoiding labor shortages or surpluses.
The evaluation should identify which parts of the planning process contributed to success or failure.
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9. Applying HR Planning to Affirmative Action
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Applying HR Planning to Affirmative Action
Many organizations have an HR strategy that includes affirmative action to mange diversity or meet government requirements.
Affirmative-actions plans forecast and monitor the proportion of employees who are members of various protected groups.
Workforce utilization review
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10. Recruiting Human Resources
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Recruiting Human Resources
The role of human resource recruiting is to build a supply of potential new hires that the organization can draw on if the need arises.
Recruiting consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees.
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Personnel Policies
An organization’s personnel policies are its decisions about how it will carry out human resource management, including how it will fill job vacancies.
There are several personnel policies that are especially relevant to recruitment:
Recruiting existing employees or hiring from outside
Meeting or exceeding the market rate of pay
Emphasizing job security or the right to terminate
Employment-at-will
Due-process
Organizational image conveyed in advertising
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Recruitment Sources
Decisions about where to look for applicants is another critical element of an organization’s recruitment strategy.
The method and audiences the organization chooses for communicating its labor needs will determine the size and nature of the labor market the organization taps to fill vacant positions.
Internal sources: Employees who currently hold other positions in the organization.
Job postings
External sources: seeking recruits from outside the organization.
Direct applicants: people who apply for a vacancy without prompting from the organization
Referrals: people who apply because someone in the organization prompted them to do so
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13. Recruitment Sources Advertisements in newspapers and magazines
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Recruitment Sources
Advertisements in newspapers and magazines
Public employment agencies
Local state employment office
Private employment agencies
Executive search firms (ESF)
Headhunters
Colleges and universities
Electronic recruiting
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14. Recruiter Traits and Behaviors
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Recruiter Traits and Behaviors
The recruiter affects the nature of both the job vacancy and the applicants generated.
In general, applicants respond more positively to recruiters whom they perceive as warm and informative.
Realistic job previews: background information about job’s positive and negative qualities.
For affecting whether people choose to take a job, the recruiter seems less important than an organization’s personnel policies that directly affect the job’s features.
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15. Recruiter Traits and Behaviors to Avoid
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Recruiter Traits and Behaviors to Avoid
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