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Chapter 04

Employment Planing & procedure

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CHAPTER – 4 (FOUR)
EMPLOYMENT PLANNING AND
PROCUREMENT
LECTURED
BY
MD. ARIFUR RAHMAN
Human Resource Management
Course Code:
The Procurement Process
 Job analysis defines the duties and human
requirements of the company’s jobs. The next
step is to procure employees. We can foresee
the procurement process as a series of hurdles
as……
a. decide what position to fill, through personnel planning and forecasting
b. build a pool of candidates for these jobs, by recruiting internal or
external candidates
c. have candidates complete application forms and go through initial
screening interviews
d. use selection tools like tests, background investigations, physical
exams to indentify viable candidates
e. decide who to make an offer to, by having the supervisor and perhaps
Employment Planning
The procurement process starts with employment
planning. Employment planning is related with the
process of assessing human resource needs for a
particular org.
Employment planning is one of the most important
elements in a successful HRM program, because it is
a process by which an org ensures that it has the right
number and kinds of people, at the right place, at the
right time, capable of effectively and efficiently
competing those tasks that will help the org achieve its
overall strategic objectives.
Employment planning, then, ultimately translates the
org’s overall goals into the number and types of
Objectives of Employment
Planning
 Five major objectives of HR planning are as
follows:-
 Prevent overstaffing and understaffing
 Ensure the organization has the right
employees with the right skills in the right
places at the right times
 Ensure the organization is responsive to
changes in its environment
 Provide direction and coherence to all HR
activities and systems
 Unite the perspectives of line and staff
managers
5–5
Linking Employer’s Strategy to Plans
Figure 5–2
Methods of assessing current
HR
 Managers can assess HR for the org easily by
maintaining Inventory of employee’s skill and
knowledge.
 The inventory serves as a guide for supporting new
organizational pursuits or in altering the org’s
strategic direction.
 This inventory also helps managers to perform
HRM activities, like – training and development,
promotion, performance evaluation, and transfers.
HR mangers perform inventory mgt in the following
ways:
5–7
Forecasting Personnel Needs
 Trend analysis
 The study of a firm’s past employment needs over
a period of years to predict future needs.
 Ratio analysis
 A forecasting technique for determining future
staff needs by using ratios between a causal
factor and the number of employees needed.
 Assumes that the relationship between the causal
factor and staffing needs is constant
5–8
The Scatter Plot
 Scatter plot
 A graphical method used to help identify the
relationship between two variables.
Size of Hospital Number of
(Number of Beds) Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
5–9
Determining the Relationship Between
Hospital Size and Number of Nurses
Figure 5–3
5–10
Forecasting the Supply of
Inside Candidates
 Personnel replacement charts
 Company records showing present performance
and promotability of inside candidates for the
most important positions.
 Position replacement card
 A card prepared for each position in a company to
show possible replacement candidates and their
qualifications.
5–11
Management
Replacement Chart
Showing Development
Needs of Future
Divisional Vice
President
Figure 5–4
5–12
Computerized Information
Systems
 Human Resource Information System (HRIS)
 Computerized inventory of information that can be
accessed to determine employees’ background,
experience, and skills that may include:
 Work experience codes
 Product or service knowledge
 Industry experience
 Formal education
Procurement
 Procurement is one of the most important
operative functions of HRM. Through this
function personnel are recruited, selected
and inducted into different jobs of an org.
Appropriate and proper performance of the
function of procurement helps to execute
other operative functions smoothly. As for
example – if properly qualified personnel are
recruited and selected, the task of training
and development becomes easy.
Steps of procurement
Procurement has got two steps:
 The first one is recruitment and the second
one is selection. Through recruitment
potential candidates or personnel are
searched, identified and encouraged to go
for employment.
 After recruitment, recruited candidates are
thoroughly screened to determine or select
the best proper personnel. Thus, these two
steps filter out most appropriate personnel to
be procured.
Factors of procurement
Sources of Recruitment
 There are mainly two sources of
recruitment:
 One is Internal sources, and
 Another is external sources
Internal sources
 When personnel are recruited from within
the existing personnel, it can be termed as
recruited from inside source. In this case,
preference is given to the existing
personnel. If suitable candidate is not
available, only then HRM takes the help of
outside sources.
 Internal sources are ----
 Job Posting
 Rehiring
 Succession Planning
Advantages of internal sources
 As HRM is aware of the abilities of its
present personnel, it can easily recruit
proper personnel
 Cost of recruitment and training becomes
low
 This type of policy increases the will of
personnel to work in a large extent. It also
highness the morale of the existing
personnel.
Disadvantages of internal
sources
 Policy of recruitment from within the org
cannot avoid recruitment from outside.
Because at the end point of the ladder of
recruitment, HRM finds no other alternative to
go to take the help of outside sources.
 Recruitment from inside sources creates
barrier for entering new ideas and thinking
into the org.
 The practices of nepotism and favouritism
may happen at the time of recruitment from
inside source.
Outside sources of recruitment
 There are a no of outside sources of
recruitment. These are as follows:
 Recruitment through application
 Recruiting via the Internet
 Recruitment through present employees
 Recruitment through employment agencies
 Recruitment through labor union
 Recruitment through educational institutions
 Recruitment through advertisement
 Employee referrals
 Walk – ins
8–21
8–22
Recruiting
Selection
 The selection process is the second step of
procurement.
 It is composed of a number of steps.
 It is a process of collecting information which an
employee must require to be finally selected.
 Through this process decision makers can get
information about a candidate that will help
them to predict whether an applicant prove to
be a successful job performer or not.
Selection procedure
 Preliminary interview
 Filling up the application blank
 Employment interview
 Principle of preparation
 Setting of interview
 Principle of conduct
 Principle of closing
 Principle of evaluation
 Psychological test
 References and recommendations
 Medical fitness test and final selection
Types of employment test
1. Work sampling: a selection device requiring
the job applicant to actually perform a small
segment of the job.
2. Management assessment test
1. The in – basket
2. Leaderless group discussion
3. Management games
4. Individual presentations
5. Objective test
6. The interview
Sample Picture Card from
Thematic Apperception Test
How do you interpret
these picture?
Sample Picture Card from
Thematic Apperception Test
How do you interpret
this picture?
Types of employment test
(cont..)
4. Testing in a global arena: many of the
standard selection techniques described
in this text are not easily transferable to
international situations. So, the
organization may take the test from the
context of international situation.
5. Comprehensive interviews: a selection
device in which in- depth information
about a candidate can be obtained.
Way to avoid hiring mistake
1. Prior to interviewing applicants. Update
and prepare an list of job requirements,
duties, and responsibilities so that you
and the applicant will understand the
expectations of the position.
2. Hire a temporary, contract or
subcontract out some of the work load,
or ask others to assist during the
transition rather that hiring the wrong
person.
Way to avoid (cont..)
3. Ask such questions as: what are your long
and short range goals? Why are you
interested in this position? What do you
consider to be your greatest strengths and
weaknesses? Why should I hire you? And so
one.
4. Before offering the job, the manager should
check references including several
supervisors or managers, even with an
exemplary interview and seemingly perfect
matched background.
Way to avoid (cont..)
 Sample questions to ask those you wish to
check reference with include one or more of
the followings: why didn’t you persuade him or
her to stay? How well did he or she take
criticism or suggestions given in his or her last
performance appraisal process?
 6. Avoid questions that indirectly or directly
identify age, physical characteristics, such as
height, weight, hair or eye color, religions
affiliation marital and family status, medical
history, etc,
© 2005 Prentice Hall Inc. All
rights reserved.
6–32
Examples of Web Sites Offering Information
on Tests or Testing Programs
 www.hr-guide.com/data/G371.htm
 Provides general information and sources for all types of
employment tests.
 http://buros.unl.edu/buros/jsp/search.jsp
 Provides technical information on all types of employment and
nonemployment tests.
 www.ets.org/testcoll/index.html
 Provides information on over 20,000 tests.
 www.kaplan.com/
 Information from Kaplan test preparation on how various admissions
tests work.
 www.assessments.biz/default.asp?source=GW-emptest
 One of many firms offering employment tests.
Figure 6–2

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Chapter 04

  • 1. CHAPTER – 4 (FOUR) EMPLOYMENT PLANNING AND PROCUREMENT LECTURED BY MD. ARIFUR RAHMAN Human Resource Management Course Code:
  • 2. The Procurement Process  Job analysis defines the duties and human requirements of the company’s jobs. The next step is to procure employees. We can foresee the procurement process as a series of hurdles as…… a. decide what position to fill, through personnel planning and forecasting b. build a pool of candidates for these jobs, by recruiting internal or external candidates c. have candidates complete application forms and go through initial screening interviews d. use selection tools like tests, background investigations, physical exams to indentify viable candidates e. decide who to make an offer to, by having the supervisor and perhaps
  • 3. Employment Planning The procurement process starts with employment planning. Employment planning is related with the process of assessing human resource needs for a particular org. Employment planning is one of the most important elements in a successful HRM program, because it is a process by which an org ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently competing those tasks that will help the org achieve its overall strategic objectives. Employment planning, then, ultimately translates the org’s overall goals into the number and types of
  • 4. Objectives of Employment Planning  Five major objectives of HR planning are as follows:-  Prevent overstaffing and understaffing  Ensure the organization has the right employees with the right skills in the right places at the right times  Ensure the organization is responsive to changes in its environment  Provide direction and coherence to all HR activities and systems  Unite the perspectives of line and staff managers
  • 5. 5–5 Linking Employer’s Strategy to Plans Figure 5–2
  • 6. Methods of assessing current HR  Managers can assess HR for the org easily by maintaining Inventory of employee’s skill and knowledge.  The inventory serves as a guide for supporting new organizational pursuits or in altering the org’s strategic direction.  This inventory also helps managers to perform HRM activities, like – training and development, promotion, performance evaluation, and transfers. HR mangers perform inventory mgt in the following ways:
  • 7. 5–7 Forecasting Personnel Needs  Trend analysis  The study of a firm’s past employment needs over a period of years to predict future needs.  Ratio analysis  A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed.  Assumes that the relationship between the causal factor and staffing needs is constant
  • 8. 5–8 The Scatter Plot  Scatter plot  A graphical method used to help identify the relationship between two variables. Size of Hospital Number of (Number of Beds) Registered Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860
  • 9. 5–9 Determining the Relationship Between Hospital Size and Number of Nurses Figure 5–3
  • 10. 5–10 Forecasting the Supply of Inside Candidates  Personnel replacement charts  Company records showing present performance and promotability of inside candidates for the most important positions.  Position replacement card  A card prepared for each position in a company to show possible replacement candidates and their qualifications.
  • 11. 5–11 Management Replacement Chart Showing Development Needs of Future Divisional Vice President Figure 5–4
  • 12. 5–12 Computerized Information Systems  Human Resource Information System (HRIS)  Computerized inventory of information that can be accessed to determine employees’ background, experience, and skills that may include:  Work experience codes  Product or service knowledge  Industry experience  Formal education
  • 13. Procurement  Procurement is one of the most important operative functions of HRM. Through this function personnel are recruited, selected and inducted into different jobs of an org. Appropriate and proper performance of the function of procurement helps to execute other operative functions smoothly. As for example – if properly qualified personnel are recruited and selected, the task of training and development becomes easy.
  • 14. Steps of procurement Procurement has got two steps:  The first one is recruitment and the second one is selection. Through recruitment potential candidates or personnel are searched, identified and encouraged to go for employment.  After recruitment, recruited candidates are thoroughly screened to determine or select the best proper personnel. Thus, these two steps filter out most appropriate personnel to be procured.
  • 16. Sources of Recruitment  There are mainly two sources of recruitment:  One is Internal sources, and  Another is external sources
  • 17. Internal sources  When personnel are recruited from within the existing personnel, it can be termed as recruited from inside source. In this case, preference is given to the existing personnel. If suitable candidate is not available, only then HRM takes the help of outside sources.  Internal sources are ----  Job Posting  Rehiring  Succession Planning
  • 18. Advantages of internal sources  As HRM is aware of the abilities of its present personnel, it can easily recruit proper personnel  Cost of recruitment and training becomes low  This type of policy increases the will of personnel to work in a large extent. It also highness the morale of the existing personnel.
  • 19. Disadvantages of internal sources  Policy of recruitment from within the org cannot avoid recruitment from outside. Because at the end point of the ladder of recruitment, HRM finds no other alternative to go to take the help of outside sources.  Recruitment from inside sources creates barrier for entering new ideas and thinking into the org.  The practices of nepotism and favouritism may happen at the time of recruitment from inside source.
  • 20. Outside sources of recruitment  There are a no of outside sources of recruitment. These are as follows:  Recruitment through application  Recruiting via the Internet  Recruitment through present employees  Recruitment through employment agencies  Recruitment through labor union  Recruitment through educational institutions  Recruitment through advertisement  Employee referrals  Walk – ins
  • 23. Selection  The selection process is the second step of procurement.  It is composed of a number of steps.  It is a process of collecting information which an employee must require to be finally selected.  Through this process decision makers can get information about a candidate that will help them to predict whether an applicant prove to be a successful job performer or not.
  • 24. Selection procedure  Preliminary interview  Filling up the application blank  Employment interview  Principle of preparation  Setting of interview  Principle of conduct  Principle of closing  Principle of evaluation  Psychological test  References and recommendations  Medical fitness test and final selection
  • 25. Types of employment test 1. Work sampling: a selection device requiring the job applicant to actually perform a small segment of the job. 2. Management assessment test 1. The in – basket 2. Leaderless group discussion 3. Management games 4. Individual presentations 5. Objective test 6. The interview
  • 26. Sample Picture Card from Thematic Apperception Test How do you interpret these picture?
  • 27. Sample Picture Card from Thematic Apperception Test How do you interpret this picture?
  • 28. Types of employment test (cont..) 4. Testing in a global arena: many of the standard selection techniques described in this text are not easily transferable to international situations. So, the organization may take the test from the context of international situation. 5. Comprehensive interviews: a selection device in which in- depth information about a candidate can be obtained.
  • 29. Way to avoid hiring mistake 1. Prior to interviewing applicants. Update and prepare an list of job requirements, duties, and responsibilities so that you and the applicant will understand the expectations of the position. 2. Hire a temporary, contract or subcontract out some of the work load, or ask others to assist during the transition rather that hiring the wrong person.
  • 30. Way to avoid (cont..) 3. Ask such questions as: what are your long and short range goals? Why are you interested in this position? What do you consider to be your greatest strengths and weaknesses? Why should I hire you? And so one. 4. Before offering the job, the manager should check references including several supervisors or managers, even with an exemplary interview and seemingly perfect matched background.
  • 31. Way to avoid (cont..)  Sample questions to ask those you wish to check reference with include one or more of the followings: why didn’t you persuade him or her to stay? How well did he or she take criticism or suggestions given in his or her last performance appraisal process?  6. Avoid questions that indirectly or directly identify age, physical characteristics, such as height, weight, hair or eye color, religions affiliation marital and family status, medical history, etc,
  • 32. © 2005 Prentice Hall Inc. All rights reserved. 6–32 Examples of Web Sites Offering Information on Tests or Testing Programs  www.hr-guide.com/data/G371.htm  Provides general information and sources for all types of employment tests.  http://buros.unl.edu/buros/jsp/search.jsp  Provides technical information on all types of employment and nonemployment tests.  www.ets.org/testcoll/index.html  Provides information on over 20,000 tests.  www.kaplan.com/  Information from Kaplan test preparation on how various admissions tests work.  www.assessments.biz/default.asp?source=GW-emptest  One of many firms offering employment tests. Figure 6–2