Planning & Recruitment

2.  Planning and recruitment
 Strategic objectives
 HR Planning is the forecasting of HR needs of
an organization
 Recruitment is the process of attracting
applicants for the positions needed.

3.  Integration of HR planning with strategic business
planning for competitive advantage and success
 Planning Steps:
 Step 1: Environmental Scan
 Identification of threats and opportunities for
taking HR decisions
 More information; better understanding of
situation
 Tight labor market and Loose labor market
 IT & Global market

4.  Step 2: Labor Demand Forecast
 Two methods are used
 Qualitative:
 Centralized method & Decentralized Method
 Delphi Technique
 Nominal Group Technique
 Quantitative Methods:
 Trend Analysis
 Regression Analysis

5.  Problem identification. Questionnaire formed.
 Experts identified. Questionnaire sent to
members for answers who return it back to the
coordinator.
 Results of questionnaire are analyzed and
shared with members.
 Comments again sought.
 Response compiled for second time.
 The process is repeated till a consensus is
obtained.

6.  Step 3: Labor Supply Forecast
 Projection of resource availability
 Internal labor supply: from within the
organization, software, succession planning &
promotion, resignations, Markov Analysis
 External labor supply: from outside the
organization, skilled and unskilled labor

7.  Step 4: Gap Analysis
 Reconciliation of demand and supply
 Surplus or deficiencies
 Restructuring, downsizing, re-engineering
 Alternate arrangements:
 Temps
 Part time workers
 Telecommuters
 Employee leasing

8.  Downsizing is the process of reducing the
number of employees with the purpose of
making the organization more efficient and
responsive to the changes in its business
environment. It results in more flat
organizational structures, greater delegation of
authority and responsibilities, improved
communication within the organization and
more functions being performed at the lower
echelons in the organization, close to the points
of interaction with the customers.

9.  Be transparent and objective
 Do not demoralize staff
 Should not be a hollow out exercise
 Remaining staff should not be overburdened
 Important controls and functions should not be
compromised
 Image of the organization should be protected
 Fresh appraisals/performance competence
should be done before downsizing`

10.  Step 5: Action Programming
 Choice from available alternatives
 Internal or external programming
 Internal: job design, training, career planning,
promotions and compensations. Done due to
shortage of personnel for key positions
 External: done when specific competencies are
not available with the current employer

11.  Step 6: Evaluation
 Optimal number and quantity of employees to
achieve strategic objectives of the organization
 For effectiveness of planning
 Deviations corrected
 Cost benefit analysis: productivity data,
turnover costs, cost of new recruits and
training of existing employees
 Determining long term objectives of the
organization

12.  Starts once planning is done
 Three essential steps:
 Work/Job Analysis
 Time lapse data
 Yield ratio

13.  Possess knowledge about the job to be filled
 Possess insight in the attributes and qualities of
the individuals to perform the job
 Have knowledge of the sources and the means
of attracting a range of suitable candidates
 Possess skills to evaluate the candidates who
are most suitable for the job

14.  Job Analysis:
 Identification of critical skills required for a
particular job
 Job description and Personnel specifications are
made out of work analysis
 Time and cost saving
 Right person for the right job

15.  Time lapse data:
 Difference between two points
 Time the decision is made to fill the post
 Time the position is actually filled
 Helps HR planners to determine how long a
particular position takes to fill
 Online processes
 Time and cost

16.  Yield Ratios or Percentage:
 To determine the number of available candidates
at a step compared to another
 For an advertised position
 300 applications received
 50 short listed
 38 appeared for test
 25 qualified for interview
 10 were given job offers
 Future planning recruitment efforts
 No of applicants required to fill a position

17.  Internal Recruitment
 Advantages: 1) less costly (2) skills and
abilities of applicants known and (3)
organizational commitment by employees who
are promoted
 Disadvantages: 1) old ways of doing things
whereas org requires fresh blood and new
ideas (2) entrenched skills, slow response to
change (3) departments compete for same
person (4) politics may influence hiring

18.  External Recruitment
 Advantages: 1) new recruits bring fresh blood
and new ideas to organization (2) no
ownership of the past strategies, new strategies
may be devised
 Disadvantages: 1) negative impact on the
morale and group cohesion of existing
employees (2) new recruits take time to
understand culture of the organization (3)
costly exercise and (4) less data on external
candidates

19. Succession Planning is an important HR function
as it ensures availability of sufficient number of
appropriately qualified and competent employees
from internal sources to meet the future HR needs
of the organization. Suitable employees are
identified in the early stages of their careers and
are groomed through a process of job rotation and
training, to assume more responsible positions in
the organization arising due to promotions,
transfers, retirement or death of key employees.

20.  Anticipation of HR requirements in advance
 Identification of high-potential employees
 Career path planning of employees
 Managerial depth within the organization
 Internal promotion opportunities
 Reduction in risk of recruiting employees from
external sources
 Supply of capable successors
 Defined career path

21.  Absence of fresh ideas
 Biases and personal preferences of managers
 Limitation on the number of employees to be
promoted or transferred
 Complacency in some employees due to
assured promotion and seniority

22.  CASUAL APPLICATIONS/WALK-INS
 REFERRALS
 ADVERTISING
 SEARCH FIRMS
 HEAD HUNTERS
 CAMPUS VISITS
 E-RECRUITING

23.  Basic education and skills required
 Evaluate work experience and job requirement
 Enables to draw conclusions about candidate’s
suitability
 Enables to predict whether the applicant will fit
in the cultural and social structure
 Enables to reach a decision whether to process
the case further or not

24.  Communication competency
 Planning and Administrative competency
 Teamwork competency
 Strategic action competency
 Global awareness competency
 Self management competency

25.  Good understanding of goals and objectives
 Understanding of the role of media channels
 Media relations and media contacts
 Excellent IPC
 Good management and organizational skills
 Working with senior management
 Handle tasks independently
 Leadership quality
 Proficient in website development and
management

26.  Recruitment : identify pool of candidates with
relevant skills set
 Training & Development : identify deficiencies
and weaknesses among the workers and
organize trainings
 Succession Planning : identify employees fit for
promotions to higher levels or in new openings

27.  Education
 Experience
 Age
 Personal attributes
 Skills & Competencies
 Salary
 Other KASOCs

28.  Requirements of the job specifications
 Organization’s network, reputation, working
conditions, facilities etc
 Location where the job holder would be posted
 Compensation package and benefits
 Name/designation and address of the person
to who the application should be sent

29.  Loss of confidential information
 Delays in work
 Loss of quality of products
 Cost of training new employees
 New employees require time
 Costs of ads, verification, medical exams etc
 Insecurity among existing employees