For interested researchers on human resources topics

1. HUMAN RESOURCES PLANNING,
RECRUITMENT AND SELECTION
THE PROCEDURES
AND ACTUAL FLOW
Discussant/Reporter:
Marissa D. Tan
DM 212 and ME 212-PSU
URDANETA

2. "Human resources " (HR) is a term that is used
in business to refer to the people who work for a company
or organization. It also is used to refer to the department of
a company that is responsible for managing those resources,
such as hiring and training new employees and overseeing
the benefits and compensation packages provided to all of
the company's employees.
managing PeoPle
The people who make up a company's workforce — its
human resources — are considered to be an asset to the
company, just like its financial resources and material
resources, such as buildings, machinery and other
equipment. A company is more likely to be successful if it
manages all of its resources well, including its people.

3. Current Employees
One of the main roles of an HR department is managing
current employees.
Prospective and New Employees
Human resources also involves the acquisition of new
employees.
Outgoing Employees
A company's HR department also plays a role when an
employee leaves the company for any reason. If an
employee is fired or otherwise let go against his or her
wishes, certain tasks must be performed by the HR
department to ensure that the process was done legally.

4. Improving Morale
Employee morale is another concern for many human resources
departments. The HR department often is concerned with
creating a positive, enjoyable work environment. This can
improve employees' production and contribute to a lower rate of
turnover among the company's workforce.

5. Human resource Planning refers to the
planning of human resource functions, or in other words,
planning how human resource management will be
executed.
-(from Wikipedia) - is a process that identifies current and
future human resources’ needs for an organization to
achieve it goals. Human resources planning should serve as
a link between human resources management and the
overall strategic plan of an organization.

6. - also refers to classic HR administrative functions, and the
evaluation and identification of human resources
requirements for meeting organizational goals. It also
requires an assessment of the availability of the qualified
resources that will be needed.
To ensure their competitive advantage in the marketplace
and anticipate staffing needs, organizations must implement
innovative strategies that are designed to enhance their
employee retention rate and recruit fresh talent into their
companies. Human resources planning is one way to help a
company develop strategies and predict company needs in
order to keep their competitive edge.

7. Ex. Landbank’s Vision : “Landbank shall be the
dominant financial institution in countryside
development, committed to the highest standards
of ethics and excellence in the service of the Filipino
people
Landbank’s Goal: To improve the lives of all its
stakeholders and to work with them to lead the
country to economic prosperity.
Our institution suggests that HR management
includes the following:

8. communicating
counseling evaluating
Recognizing
Laying off
achievement
empowering dismissing

9. So, in effect HR planning refers to the development of plans in these areas or in similar areas.
So, in effect HR planning refers to the development of plans in these
areas or in similar areas.

10. Develop Strategies
Effective human resources planning strategies are those that
include having sufficient staff, with the right mixture of talent, who
are in the appropriate locations, performing their jobs when
needed.
These strategies and programs are monitored and evaluated on a
regular basis to ensure that they are moving the organizations in
the desired direction, including closing employee competency
gaps, and corrections are made as needed.

11. imPlementation stages
The following implementation stages are suggested for mid to
large organizations implementing competencies in support of
Strategic Human Resources Planning.
Stage 1 Short - Term HR Planning
Establish a Competency Architecture and Competency Dictionary that
will support Strategic Human Resource Planning.
For each group to be profiled, define the roles and career streams to
help identify current and future human resources needs.

12. Determine how competencies will be
integrated with the existing HR Planning
process and systems (e.g., Human
Resource Information Management
systems; other computer-based tools, for
example forecasting models).
Stage 2
Build or revamp HR Planning tools,
templates and processes to incorporate
elements as determined in Stage 1.
Train managers and / or facilitate
corporate HR Planning process.
Continuously monitor and improve
processes, tools and systems to support
HR Planning

13. EXAMPLE. In uncertain business settings, the significance of
strategic human resources planning can become obvious very
quickly. A company that reacts to circumstances by cutting staff
as a measure to reduce short-term overhead can create
unwanted repercussions. What initially looked like a smart and
necessary move to economize in lean times can end up costing
the company much more in the long-run. The resources that will
be needed to subsequently recruit, hire, and train new
employees may well exceed any short-term cost savings

14. Forward-looking human resources
planning typically anticipates future
staffing requirements. It can help
organizations avoid cost errors. Strategies are
formulated to not only anticipate their needs
over time, but to consider optimal solutions
for the long-term and under challenging
economic conditions. This approach minimizes
the chance of short-sighted and reactive
choices being implemented by decision-
makers
Advantages and Disadvantages
Linking human resources policies, systems,
and processes with a company’s overall
strategic planning and practices can have
immediate advantages. Recruit and hire in the
future.

15. Along with providing the company a road map
for forecasting their staffing demand, effective
human resources planning documents the
talents and skills of the people who are in place.
It also considers what current skill set and
abilities are required to meet future needs and
any new capabilities and talents the company
may need to recruit and hire in the future.
Effective and worth-while human resources
planning takes time, dedication, and
organization. One disadvantage may be that if
HR planning has not occurred regularly within a
corporation, it may seem overwhelming to
begin. Once regular planning takes place, it is
necessary that items are updated and recorded
to keep information current and organized.

16. HUMAN RESOURCES PLANNING PROCESS
1.FORECASTING- HR manager attempts to
ascertain the supply of and demand for various
types of human resources.
-On both the supply and demand sides, can use
either Statistical Methods or Judgmental
Methods.
STATISTICAL METHODS-are excellent for
capturing historic trends in a company’s demand
for labor, and under the right conditions, they
give predictions that are much more precise
than those that could be achieved through
Subjective Judgments of a human forecaster.

18. 2. GOAL SETTING AND STRATEGIC PLANNING- purpose of setting
specific quantitative goals is to focus attention on the problem and
provide a benchmark for determining the relative success of any
programs aimed at redressing a pending labor shortage or surplus.
The goal should come directly from the analysis of labor supply and
demand and should include a specific figure for what should happen
with the job category or skill area and a specific timetable for when
results should be achieved.

19. Once these goals are established, the firm needs to choose
from the many different strategies available for redressing
labor shortages and surpluses.
1. DOWNSIZING – planned elimination of large
numbers of personnel designed to enhance
organizational effectiveness.
2. EARLY RETIREMENT PROGRAMS AND
BUYOUTS
Another popular means of reducing a labor surplus is to
offer an early retirement program. In the face of
demographic pressures, many employers try to induce
voluntary attrition among their older workers through early
retirement incentive programs.

20. 3. EMPLOYING TEMPORARY
WORKERS
Hiring temporary workers and outsourcing has
been the most widespread means of eliminating
a labor shortage. Temporary employment
affords firms the flexibility needed to operate
efficiently in the face of swings in the demand
for goods and services. In fact a surge in
temporary employment often precedes hiring
and is often a leading indicator that the
economy is expanding.
ADVANTAGES:
A) The use of temporary workers frees the firm
from many administrative tasks and financial burdens.

21. ADVANTAGES:
B. Small companies that cannot afford their own testing programs often get
employees who have been tested by a temporary agency.
C. Many temporary agencies train employees before sending them to
employers, which reduces training costs and eases the transition for both
the temporary worker and the company.
D. Because the temporary worker has little experience in the host firm, he
brings an objective perspective to the organization’s problems and
procedures that is sometimes valuable. Also, since the temporary worker
may have a great deal of experiences in other firms, he can sometimes
identify solutions to the host organization’s problems that were confronted
at a different firm. Thus temporary employees can help employers to
benchmark and improve their practices.

22. DISADVANTAGES:
Temporary employees often spill over and reduce
the level of customer loyalty.
4. OUTSOURCING AND OFFSHORING
Whereas a temporary employee can be brought in to
manage a single job, in other cases a firm may
be interested in getting a much broader set of
services performed by an outside organization
and this is called OUTSOURCING. Outsourcing is
a logical choice when a firm simply does not
have certain expertise and is not willing to
invest time and effort into developing it.

23. OFFSHORING is a special case of outsourcing where the
jobs that move actually leave one country and go to
another. Rather than treating off sourced work as just
a cost-containment strategy, firms are increasingly
looking for “Transformational Offshoring” which
promotes growth and opens up avenues of new
revenues.

24. 5. ALTERING PAY AND HOURS
Firms may have the option of trying to garner more hours
out of the existing labor force. However, over extended
periods, employees experience stress and frustration
from being overworked in this manner.
6. PROGRAM IMPLEMENTATION AND
EVALUATION
The programs developed in the strategic choice stage
are put into practice in the Program Implementation
stage

25. A critical aspect of Program Implementation is to
make sure that some individual is held accountable for
achieving the stated goals and has the necessary
authority and resources to accomplish this goal.
It is also important to have regular progress reports on
the implementation to be sure that all programs are in
place by specified times and that the early returns from
these programs are in line with projections.
The final step in the Planning Process is to EVALUATE
THE RESULTS. The most obvious evaluation involves
checking whether the company has successfully
avoided any potential labor shortages or surpluses.

26. Hiring
once a position opening occurs (i.e., position is
vacated or newly created), the recruiting
procedures must be performed in the order
presented. In addition to these procedures,
area vice presidents may have special
expectations and internal guidelines for hiring
in their own areas. The Recruitment and
Selection Procedure therefore shall be looked
into by both the Recruiters and the Applicants
as will be discussed in the following.

27. recruitment is the process of identifying that
the organization needs to employ someone up to the
point at which application forms for the post have
arrived at the organization.
The advantages of internal recruitment are that :
1. Considerable savings can be made. Individuals with
inside knowledge of how a business operates will need
shorter periods of training and time for 'fitting in'.
2. The organization is unlikely to be greatly 'disrupted'
by someone who is used to working with others in the
organization.
3. Internal promotion acts as an incentive to all staff to
work harder within the organization.
check to employing an outsider who may only be a
success 'on paper'.

28. The disadvantages of recruiting from within are
that :
1. You will have to replace the person who has been
promoted
2. An insider may be less likely to make the essential
criticisms required to get the company working more
effectively
3. Promotion of one person in a company may upset
someone else.
External recruitment makes it possible to draw upon a
wider range of talent, and provides the opportunity to bring
new experience and ideas in to the business.

29. Disadvantages: It is more costly and the company may
end up with someone who proves to be less effective in
practice than they did on paper and in the interview
situation.
There are a number of stages, which can be used to
define and set out the nature of particular jobs for
recruitment purposes:
1. Job analysis is the process of examining jobs in
order to identify the key requirements of each job. A
number of important questions need to be explored:
•the title of the job
•to whom the employee is responsible
•for whom the employee is responsible

30. 2. A job description could be used as a job indicator for
applicants for a job. Alternatively, it could be used as a
guideline for an employee and/or his or her line manager as
to his or her role and responsibility within the organization.
3. A job specification goes beyond a mere description - in
addition, it highlights the mental and physical attributes
required of the job holder.

31. AREAS OF RECRUITMENT
I. PERSONNEL POLICIES
Personnel Policies is a generic term which refers to
organizational decisions that affect the nature of the vacancies
for which people are recruited.
1. INTERNAL vs. EXTERNAL RECRUITING-pertains to
Recruitment Sources and Job Security
2.EXTRINSIC AND INTRINSIC REWARDS-pertains to a policy of
paying higher than current market wages
3.IMAGE ADVERTISING-companies advertise to promote
themselves and to bring to public knowledge specific vacancies
within the firm.

32. II. RECRUITMENT SOURCES -either internal or
external source
Methods:
1.Electronic Recruiting-Internet
2.Public and Private Employment Agencies
3. Colleges and Universities
It is generally a good idea for employers to monitor the quality of all
their recruitment sources through:
1. Yield Ratios which express the percentage of applicants who
successfully move from one stage of the recruitment and selection
process to the next. Comparing yield ratios for different sources helps
determine which is best or most efficient for the type of vacancy being
investigated.
2.Data on cost per hire are also useful in establishing efficiency of a
given source.

33. I. RECRUITER
1. RECRUITER’S FUNCTIONAL AREA
a. Specialists in Human Resources
b. Experts at Particular Jobs
2. RECRUITER’S TRAITS
a. WARMTH-reflects the degree to which the potential
recruiter seems to care about the applicant and is
enthusiastic about her potential to contribute to the
company.
b. INFORMATIVENESS-provides a ready orientation about
the company and jobs being offered.

34. 3. RECRUITER’S REALISM
Because the recruiter’s job is to attract
candidates, there is some pressure to exaggerate
the positive features of the vacancy while
downplaying the negative features. Applicants
are highly sensitive to negative information. On
the other hand, if the recruiter goes too far in a
positive direction, the candidate can be misled
and lured into taking the job under false
pretenses. This can lead to serious case of
UNMET EXPECTATIONS and a HIGH TURNOVER
RATE.

35. 4. ENHANCING RECRUITER IMPACT
4.1. Recruiters can provide timely feedback.
Applicants react very negatively to delays in
feedback, often making unwarranted attributions for the
delays such as lack of interest in the applicant.
4.2. Recruiting can be done in teams rather than by
individuals.
Applicants tend to view line personnel
(incumbents and supervisors) as more credible than
personnel specialists so these kinds of recruiters should be
part of any team.

36. Reference:
LBP Human Resources
materials
Wikipedia
Wisegeek
Human Resources Book by
Holmes