Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis) e-mail :kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@posindonesia.co.id HP. 08122353284

1. HUMAN RESOURCES PLANING

2. Overview
• How HRP Relates to Organizational
Planning
• Linking HRP to the Business Strategy
• Steps in HRP Process
• Tools and Techniques of HRP
• Time Frame of HRP
• Common Pitfalls in HRP

3. HRP Defined
• Human Resource Planning is the
process of systematically reviewing HR
requirements to ensure that the required
number of employees, with the required
skills, are available when needed

4. Relationship to Organizational
Planning
• Derived from long-term operational
plans of organization
• Seeks to identify various HR factors
critical to success of organization
• Should provide for
– Clear statement of organization’s mission
– Commitment of staff members to mission
– Explicit statement of assumptions
– Plan of action

5. HRP Link to the Business
Strategy
 Be familiar with the business strategy.
 Ensure that all traditional human resource
programs are satisfying the needs of
senior and functional management.
 Identify the human resource implications
of the organization’s business strategy.
Source: G. Christopher Wood, “Planning for People” (letters to the editor), Harvard Business Review, November-December 1985, p. 230;
David R. Leigh, Business Planning Is People Planning,” Personal Journal, May 1984, pp. 44-54.

6. Linking HRP to the Business
Strategy
• Identify those human resource issues that may
affect business objectives, and notify the
appropriate functional managers.
• Convert business objectives into human resource
objectives that can provide the foundation for a
strategic human resource plan.
• Review the strategic-planning process to identify
new opportunities to involve human resource
personnel.

7. Human Capital Management
Process

8. RECRUITMENT
Diawali dengan :
• Penetapan Kebutuhan & Kreteria SDM, Job
analysis, job description and job Specification
(job design).
Dilanjutkan dengan Proses RECRUITMENT:

9. Steps in the HR Planning
Process
|

10. Cascade Approach to Setting
Objectives
|
Source: Redrawn from
Anthony P. Raia,
Managing by
Objectives (Glenview,
IL: Scott Foresman and
Company, 1974), p. 30.
Reprinted by
permission of the
author.

11. HR Planning Process
Diawali dengan :
• Penetapan Kebutuhan & Kreteria SDM, Job
analysis, job description and job Specification
(job design).
Dilanjutkan dengan Proses Selection (RECRUITMENT)

12. Methods Used to Forecast HR
Planning Needs
• Managerial estimates
• Delphi techniques
• Scenario analysis
• Mathematical methods
• Judgmental forecasts
• Benchmarking

13. Some Statistical Modeling
Techniques Used to Forecast HR
Needs
Technique Description
1.Time Past staffing levels (instead of workload indicators) are used to project
series future human resource requirements. Past staffing levels are examined
analysis to isolate seasonal and cyclical variations, long-term trends, and random
movements. Long-term trends are then extrapolated or projected using
a moving average, exponential smoothing, or regression technique.
2.Personnel Past personnel data are examined to determine historical relationships
ratios among the number of employees in various jobs or job categories.
Regression analysis or productivity ratios are then used to project either
total or key group human resource requirements, and personnel ratios
are used to allocate total requirements to various job categories or to
estimate requirements for non-key groups.
Source: Lee Dyer, “Human Resource Planning,” in Personnel Management, ed.
Kendrith M. Rowland and Gerald R. Ferris (Boston: Allyn & Bacon, 1982), p. 59.

14. Some Statistical Modeling
Techniques Used to Forecast HR
Needs (Continued)
Technique Description
3. Productivity Historical data are used to examine past levels of a productivity index,
ratios Workload
P=
Number of people
Where constant, or systematic, relationships are found, human resource
requirements can be computed by dividing predicted workloads by P.
4. Regression Past levels of various workload indicators, such as sales, production
analysis levels, and value added, are examined for statistical relationships with
staffing levels. Where sufficiently strong relationships are found, a
regression (or multiple regression) model is derived. Forecasted levels
of the related indicator(s) are entered into the resulting model and used
to calculate the associated level of human resource requirements.
Source: Lee Dyer, “Human Resource Planning,” in Personnel Management, ed.
Kendrith M. Rowland and Gerald R. Ferris (Boston: Allyn & Bacon, 1982), p. 59.

15. Organizational & HR Planning
|

16. Some Tools to Aid HRP
• Skills and management inventories
• Commitment manpower planning
(CMP)
• Ratios and use of vitality index (OVI)
analysis

17. Skills Inventory Form
Used by PPG Industries
|

18. Simple Org. Replacement Chart
|
Source: D. L.
Chicci, “Four Steps
to an
Organization/Hum
an Resource Plan,”
Personnel Journal,
June 1979, p. 392.

19. Factors Affecting the Time Frame of
HRP
Forecast Short Range Intermediate Range Long Range
Factor (0-2 Years) (2-5 Years) (Beyond 5 Years)
Authorized Operating needs from In some organizations, the
employment including budgets and plans same as “intermediate”; in
Demand
growth, changes, and others, an increased
turnover awareness of changes in
environment and
technology— essentially
judgmental.
Employee consensus Human resource vacancies Management expectations
Supply
less expected losses expected from individual of changing characteristics
plus expected promotability data derived of employees and future
promotions from from development plans available human resources.
subordinate groups
Numbers and kinds of Numbers, kinds, dates and Management expectations
Net needs
employees needed levels of needs of future conditions
affecting immediate
decisions.
Source: Adapted from J. Walker, “Forecasting Manpower Needs,” in Manpower
Planning and Programming, ed. E. H. Burack and J. W. Walker (Boston: Allyn &
Bacon, 1972), p. 94.

20. Common Pitfalls in HRP
• Lack of top management support
• Size of initial effort
• Coordination with other management
and HR functions
• Integration with organizational Plans

21. Common Pitfalls in HRP, cont
• Quantitative vs Qualitative approaches
• Noninvolvement of operating managers
• The techniques trap

22. Selecting
By :
Employees
Kanaidi, SE., M.Si
kanaidi@yahoo.com

23. Overview
• The Selection Process
• Validation of Selection Procedures
• Reliability
• Uniform Guidelines on Employee Selection
Procedures
7-23

24. The Whole Process of
RECRUITMENT
• Put out job advert
• Filter application forms
• Interviewing
• Short listing
• Selecting
• Training or Job Orientation

25. Selection
• Choosing from among available applicants
those individuals who are most likely to
successfully perform a job.
• Necessary prerequisites:
– Job Analyses
– HRP
– Recruitment
7-25

26. Selection Process Factors
– Organization size
– Types of jobs to be filled
– Number of people to be hired
– External pressures from EEOC or union
7-26

27. Multiple Cutoff Technique in
Selection
– Applicant judged through a series of screening
devices:
• Application forms
• Interviews
• Tests
– Applicant eliminated from consideration if
unsatisfactory in any of these devices.
– All screening devices must be validated if they
produce adverse or disparate impact.
7-27

28. Steps in the Selection Process
7-28

29. Employment Application Form
• First step in most selection procedures:
– Provides basic information for use in later
steps of selection process.
– Can be used to screen out unqualified
applicants.
7-29

30. Employment Application Form
• EEOC Requirements
– Questions to eliminate from pre-employment
inquiries:
• Race, color, national origin, and religion
• Arrest and conviction records
• Credit rating
7-30

31. Application Processing
• Normally HR reviews application Information:
– Determines applicant’s qualifications in
relation to job requirements.
• Weighted application forms:
– Assigns different weights to questions.
– Determine which responses given more
frequently by applicants who prove to be
higher performers.
– Subject to validity requirements.
7-31

32. Accuracy of Application
Information
– Full reliance prudent only with verification.
– Information can be verified through reference
checking.
– Require applicant to sign validity statement.
– Employers view falsification of application
form as a serious offense; if detected,
normally leads to discharge.
7-32

33. Application Flow Record
• Form to obtain information from job
applicant that could be used to illegally
discriminate:
– Applicant voluntarily completes this record.
– Information from applicant flow record can
be used:
• To provide statistical reports to EEOC or
OFCCP.
• In defense against charges of
discrimination concerning employer’s
recruitment and selection activities.
7-33

34. Preliminary Interview
– Determine if applicant’s skills, abilities, and
job preferences match available jobs.
– Explain to applicant available jobs and their
requirements.
– Answer questions applicant has about
available jobs or the employer.
– Usually conducted after applicant has
completed application form.
7-34

35. Preliminary Interview
• Generally a brief, exploratory interview
conducted by HR specialist.
• Screens out unqualified or uninterested
applicants.
• Interview questions:
– Must be job related.
– Subject to demonstrations of validity.
7-35

36. Formal Testing
• Supreme Court: any procedure used to make
selection decisions is a TEST.
• If test is used in selection, and selection
process has adverse impact on legally
protected groups, EEOC requires employer:
– Establish validity and reliability using
procedures outlined in “Uniform Guidelines
on Employee Selection Procedures”
• Many commercial tests have undergone
validation and reliability studies. A useful
source is ‘Mental Measurements Yearbook’
7-36

37. Aptitude Tests
• Measuring capacity or ability to learn
and perform a job.
• Aptitude tests include:
– Verbal ability
– Numerical ability
– Perceptual speed
– Spatial ability
– Reasoning ability
7-37

38. Aptitude Tests
• Prior to passage of EEO legislation,
general intelligence test was most
frequently used aptitude test.
• Largely abandoned now, since EEOC
does not favor them . Intelligence
tests often contain questions not
related to successful job
performance.
7-38

39. Psychomotor Tests
• Measure strength, dexterity, coordination.
• Some psychomotor abilities that can be
tested:
– Finger dexterity
– Manual dexterity
– Wrist-finger speed
– Speed of arm movement
• These abilities may be tested for hiring
people to fill assembly-line jobs.
7-39

40. Job Knowledge Tests
• Measure job-related knowledge possessed by a
job applicant
– Tests can be either written or oral
– Applicant must answer questions that
differentiate experienced and skilled
workers from less experienced and
less skilled workers
7-40

41. Job Knowledge and Proficiency
Tests
• Job Knowledge test – Measures the
job-related knowledge
possessed by a job applicant.
• Proficiency test – Measures how well
applicant can do a sample of work.
– Example: Word processing test given to
applicants for a secretarial job.
7-41

42. Interest Tests
• Designed to determine how a
person’s interests compare with
interests of successful people in a
specific job.
– Indicates occupations in which the
person is most interested
• Primary challenge: responses may
not be sincere.
7-42

43. Personality Tests
• Generally characterized by:
– Questionable validity
– Low reliability
• Presently of limited use for selection purposes.
• Examples:
– Rorschach Inkblot Test
– Thematic Apperception Test (TAT)
7-43

44. Polygraph Test (Lie Detector)
• As subject answers questions, records physical
changes in the body:
– Blood Pressure, Respiration, Perspiration
• Polygraph operator makes a judgment as to
whether subject’s response was truthful.
• Cause-and-effect assumptions:
– Lying causes fear and guilt.
– Fear and guilt cause stress.
– Stress causes physiological changes.
7-44

45. Polygraph Test
• Polygraph machine does not detect lies; it
detects only physiological changes.
• The Employee Polygraph Protection Act of
1988, with a few exceptions:
– Prohibits employers from conducting
polygraph examinations on all job
applicants and most employees.
– Prevents use of voice stress analyzers and
similar devices that attempt to measure
honesty.
– Does not prohibit paper-and-pencil tests and
chemical testing, such as for drugs or AIDS.
7-45

46. Exceptions: Polygraph
Allowed
– All local, state, and federal government
employees; individual state laws may restrict
the use of polygraphs.
– Industries with national defense or security
contracts.
– Businesses with nuclear power–related
contracts with the Department of Energy.
– Businesses and consultants with access to
highly classified information.
7-46

47. Exceptions: Polygraph
Allowed
Private businesses are allowed to use
polygraphs under certain conditions:
– Hiring private security personnel.
– Hiring persons with access to drugs.
– During investigations of economic injury
or loss by employer.
7-47

48. Graphology (Handwriting
Analysis)
• Analyzing handwriting to assess person’s
personality, performance, emotional
problems, and honesty.
• Graphology is dependent on training and
expertise of graphologist doing the analysis.
• Graphology has limited acceptance by
organizations in United States.
• Acceptance of graphology is increasing,
since Employee Polygraph Protection Act
does not prohibit its use.
7-48

49. Drug Testing
• Common practice is to test current employees
when job performance suggests substance
abuse and all new potential employees.
• Urine sampling: common form of drug testing.
• Some experts believe hair testing is more
accurate than urine sampling.
7-49

50. AIDS Testing
• People with AIDS and people who test
positive for HIV antibodies are protected in
their jobs by Vocational Rehabilitation Act and
Americans with Disabilities Act (ADA).
– Voluntary workplace testing is not only
permitted but is encouraged by some major
health organizations.
• Laws permit HIV-antibody testing in certain
defined circumstances.
7-50

51. Genetic Testing
• Uses gene coding to identify individuals with
gene structures that may make them
susceptible to illness.
• Concerns about legitimate uses of genetic
information and what happens to information:
– Who will have access to the information?
– What liability does employer have for not
using genetic testing if a valid test and a
reason for testing exist?
7-51

52. Second (Follow-Up) Interview
– All questions asked during an interview
must be job-related.
– Employee legislation places limitations on
the types of questions that can be asked
during an interview.
7-52

53. Types of Interviews
• Structured interview : Predetermined outline
of questions based on job analysis.
– Advantages:
• Provides same type of information on
all interviewees.
• Systematic coverage of all necessary
questions.
7-53

54. Types of Interviews
• Unstructured interview:
– No checklist of predetermined questions.
– Open-ended questions are used.
– Disadvantages;
• No systematic coverage of information.
• Susceptible to personal biases of
interviewer.
– Advantage: more relaxed interview
atmosphere.
7-54

55. Types of Interviews
• Stress interview:
– Interviewer assumes hostile and antagonistic
attitude toward interviewee. Purpose is to
detect a highly emotional person.
• Board or Panel interview – Two or more
interviewers conduct one interview.
• Group interviews – Several job applicants
questioned together in a group discussion.
• Panel and group interviews can involve either a
structured or an unstructured format.
7-55

56. Interview Problems
• Questionable Validity and Reliability of most.
• Easy for interviewer to be favorably or
unfavorably impressed with job applicant
based on:
– Initial Impressions
– Halo Effect
– Over-Generalizing
7-56

57. Interview Problems
• Other Problems:
– Personal Preferences
– Prejudices
– Biases
• Interviewers with biases or prejudices look
for behaviors that conform to biases.
• Appearance, social status, dress, race, and
gender negatively influence many interviews.
7-57

58. Conducting Effective
Interviews
• Interviewers should be outgoing and
emotionally well-adjusted.
• Plan the interview: specify information to be
obtained and questions asked.
• Interviewer should put applicant at ease.
• Interviewer maintains control; primary goal of
interview is to gain information for selection
decision.
7-58

59. Conducting Effective
Interviews
• Interviewer should record information
immediately.
• Evaluate effectiveness of interview process:
– Compare job performance of individuals
hired against assessments made during
interview.
7-59

60. Reference Checks
• Either before or after second interview.
• Personal references:
– Limited value. Why?
• School references:
– May be of limited value for similar reasons.
• Past Employment references:
– Most often used source; in a position to
supply most objective information.
7-60

61. Reference Checks
• Many organizations only answer questions if
they are in written form.
• Amount and type of information a previous
employer is willing to divulge varies.
• Verification of information on application form
is the least to be verified.
• Most employers hesitant to answer questions
about previous employees because of threat
of defamation lawsuits.
7-61

62. Physical Examination
• Normally required only after a job offer.
• Job offer often contingent on individual
passing physical examination.
• Exam given to determine:
– Is applicant physically capable of
performing the job?
– Eligibility for group life, health, and disability
insurance.
7-62

63. Final Selection Decision
• Assumption: More than one qualified person
• Value judgment based on information
gathered to select most qualified individual.
• Chances of successful judgment improve if
previous steps performed efficiently.
• Responsibility for final selection decision
differs within different levels of management in
different organizations.
7-63

64. Final Selection Decision
• In many organizations, the HR department:
– Handles completion of application forms.
– Conducts preliminary interviews, testing,
and reference checks.
– Arranges for physical exams.
• Diagnostic interview and final decision
usually left to manager of the hiring
department.
7-64

65. Final Selection Decision
• In some organizations, HR department
handles all steps in the selection process,
including final decision.
• In small organizations, owner often makes
final choice.
• Peer involvement:
– Used mainly in selecting upper-level
managers and professional employees.
– Facilitates acceptance of new employee by
work group!
7-65

66. Final Selection Decision
• For selection of managers and supervisors,
assessment centers are sometimes used:
– Formal procedure to evaluate managerial
potential.
– Determines developmental needs.
– Procedure involves:
• Interviews
• Tests
• Individual and group exercises
7-66

67. Validation of Selection
Procedures
• Job Analysis is essential in developing a
successful employee selection system:
– Job Descriptions and Job Specifications
• Job Description – Facilitates determining how
successful performance of job will be
measured.
• Possible criteria of job success:
• Performance appraisals
• Production data
• Personnel data (e.g. absenteeism rates)
7-67

68. Validation of Selection
Procedures
• Job Specification – Facilitates identifying
factors that predict successful job performance.
• Possible Criterion Predictors:
• Education
• Previous work experience
• Test scores
• Data from application forms
• Previous performance appraisals
• Results of employment interviews
7-68

69. Validation of Selection
Procedures
• Validity – How accurately a criterion predictor
predicts job success.
• Reliability – Criterion predictor produces
consistent results in repeated measurements.
– Criterion predictor (test score) can be
reliable without being valid.
– It cannot be valid if it is not reliable.
• Reliability is necessary, but not sufficient to
show validity of a criterion predictor.
7-69

70. Relationship between Job
Analysis and Validity
7-70

71. Validation of Selection
Procedures
3 Methods to demonstrate Validity of
a criterion
predictor:
– Criterion-related validity
– Content validity
– Construct validity
7-71

72. Criterion-Related Validity
• Uses correlation analysis to show relationship
between a predictor and criteria of job success:
– Correlation Analysis – statistical method to
measure relationship between two data sets.
• Validity for a predictor indicated by coefficient of
correlation (r), ranging from +1 to –1:
– Both +1 and – 1 = perfect correlation
– Zero = total lack of correlation or validity
– Positive correlation – Means two sets of data
move in same direction
– Negative correlation – Means two sets of
data move in opposite directions
7-72

73. Criterion-Related Validity
• Criterion predictor never correlates perfectly
with a criterion of job success:
– Significant issue in validity – What degree
of correlation required between criterion
predictor and criterion of job success in
order to establish validity?
7-73

74. Criterion-Related Validity
Uniform Guidelines:
– No minimum correlation coefficient is
applicable to all employment situations.
– Correlation coefficients rarely exceed 0.50:
• Correlation of 0.40 usually very good.
• Correlation of 0.3 or higher is acceptable.
• Correlation less than 0.30 not acceptable.
• Methods to establish Criterion-Related Validity:
Predictive Validity and Concurrent Validity.
7-74

75. Predictive Validity
• Identify a predictor (such as a test):
– Administer test to applicant pool.
– Hire people without regard to test scores.
• At a later date:
– Test scores correlated with criteria of job
success: Do people with high test scores
perform substantially better than those
with low test scores?
• This method is costly and slow!
7-75

76. Predictive Validity
• To use this method:
– Large number of new employees must be
hired at the same time without regard to
their test scores.
– Potentially, an organization may hire both
good and bad employees.
– For criteria to be predictive, all new
employees must receive equivalent
orientation and training.
7-76

77. Predictive Validation Process
7-77

78. Concurrent Validity
• Identify a predictor (such as a test):
– Administer test to present employees.
– Correlate test scores with present
employees’ performance on job.
• If acceptable correlation exists, test can be
used for selection of future employees.
7-78

79. Concurrent Validity
• Disadvantages:
– If racial or sex discrimination was practiced
in past, minorities and women will not be
adequately represented.
– Among present employees in a particular
job, poorer performers more likely to have
been discharged or quit, and best performers
have frequently been promoted.
7-79

80. Concurrent Validation Process
7-80

81. Content Validity
• Content of a selection procedure or selection
instrument (such as a test) is representative of
important aspects of job performance:
– Useful in situations where number of
employees is not large enough to justify use
of empirical validation methods.
• To use Content validity:
– Determine exact performance requirements
of a specific job.
– Develop selection procedure or selection
instrument based on an actual sample of
work to be performed.
7-81

82. Construct Validity
• Selection procedure or instrument measures
degree to which job candidates have
identifiable characteristics determined to be
important for successful job performance.
• Examples of job-related constructs:
– Verbal Ability
– Space Visualization
– Perceptual Speed
7-82

83. Reliability
Reproducibility of results with a criterion predictor.
• Examples:
– A test is reliable if the same person working
under the same conditions produces
approximately the same test results at
different time periods.
– A test is not reliable if a person fails on one
day but makes an excellent grade taking it
again a week later (assuming no learning
takes place in the meantime).
7-83

84. Reliability
Three methods to demonstrate reliability of a
criterion predictor:
– Test-Retest
– Parallel (or Alternative) Forms
– Split Halves
7-84

85. Reliability: Test-Retest
• Administer test to a group of employees and
later, usually in 2 to 4 weeks, give the same
group the same test:
– Correlation analysis determines degree of
correlation between two sets of scores.
– Higher the correlation coefficient, greater the
reliability of test.
– Results of correlation can be influenced by
whether group members studied during the
time between tests.
7-85

86. Reliability: Parallel
(Alternative) Forms
• Two separate but similar forms of a test are
constructed:
– Same group of employees is tested at two
different times using alternative forms of the
test.
– Correlation analysis determines degree of
correlation between the two sets of scores.
– Higher the correlation coefficient, greater
the reliability of test.
7-86

87. Reliability: Split Halves
Simplest and easiest method of determining
reliability; compares two halves of a test.
– Divide test items purporting to measure the
same construct into two sets.
– Administer the entire test instrument to a
group.
– Calculate total scores for each half of the test.
– Higher the degree of correlation, greater the
reliability
7-87

88. Uniform Guidelines
• Provide framework for determining proper use of
tests and other selection procedures.
• Employment decisions include:
– Hiring, Promotion, Demotion
– Membership (e.g., in a labor organization)
– Referral and Retention
– Licensing and Certification
– Selection for training
– Transfers
7-88

89. Uniform Guidelines
• Include technical standards and documentation
requirements for validation of selection
procedures
• Selection procedures include decisions on:
– Hiring
– Promotion
– Selection for training programs
• Specific guidelines also provided for
conducting job analyses
7-89

90. Adverse (or Disparate) Impact
Adverse Impact: occurs when selection rate for
minorities or women is less than 80 percent
(four-fifths) of selection rate for the majority
group in decisions pertaining to:
– Hiring
– Promotions
– Transfers
– Demotions
– Any selection decision
7-90

91. Adverse (or Disparate) Impact
– Employment policies and practices having an
adverse impact on employment opportunities
are illegal unless justified by a demonstration of
job relatedness:
• Validation that demonstrates relationship
between selection procedure and
performance on the job.
– Applies to any race, sex, religion or national
origin group.
7-91

92. Adverse Impact : Basic
Options
• Steps to take under Uniform Guidelines, if
existence of adverse impact is established:
– Modify or eliminate procedure that produces
adverse impact.
– Justify use of the procedure on grounds of
job relatedness:
• Show clear relation between performance
on selection procedure and performance
on the job.
• This is “validating” the selection procedure.
7-92

93. Thanks you
Questions