Human Resources Planning, Recruitment


Published on

DM 212 & ME 212
Pangasinan State University
Urdaneta City Pangasinan
Summer 2012

Published in: Education, Business, Technology

Human Resources Planning, Recruitment

  2. 2. "Human resources" (HR) is a term that is usedin business to refer to the people who work for a companyor organization. It also is used to refer to the department ofa company that is responsible for managing those resources,such as hiring and training new employees and overseeingthe benefits and compensation packages provided to all ofthe companys employees.managing PeoPleThe people who make up a companys workforce — itshuman resources — are considered to be an asset to thecompany, just like its financial resources and materialresources, such as buildings, machinery and otherequipment. A company is more likely to be successful if itmanages all of its resources well, including its people.
  3. 3. Current EmployeesOne of the main roles of an HR department is managingcurrent employees.Prospective and New EmployeesHuman resources also involves the acquisition of newemployees.Outgoing EmployeesA companys HR department also plays a role when anemployee leaves the company for any reason. If anemployee is fired or otherwise let go against his or herwishes, certain tasks must be performed by the HRdepartment to ensure that the process was done legally.
  4. 4. Improving MoraleEmployee morale is another concern for many human resourcesdepartments. The HR department often is concerned withcreating a positive, enjoyable work environment. This canimprove employees production and contribute to a lower rate ofturnover among the companys workforce.
  5. 5. Human resource Planning refers to theplanning of human resource functions, or in other words,planning how human resource management will beexecuted.-(from Wikipedia) - is a process that identifies current andfuture human resources needs for an organization toachieve it goals. Human resources planning should serve asa link between human resources management and theoverall strategic plan of an organization.
  6. 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. 7. Ex. Landbank’s Vision : “Landbank shall be thedominant financial institution in countrysidedevelopment, committed to the highest standardsof ethics and excellence in the service of the FilipinopeopleLandbank’s Goal: To improve the lives of all itsstakeholders and to work with them to lead thecountry to economic prosperity. Our institution suggests that HR managementincludes the following:
  8. 8. communicatingcounseling evaluatingRecognizing Laying offachievementempowering dismissing
  9. 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 theseareas or in similar areas.
  10. 10. Develop Strategies Effective human resources planning strategies are those thatinclude having sufficient staff, with the right mixture of talent, whoare in the appropriate locations, performing their jobs whenneeded.These strategies and programs are monitored and evaluated on aregular basis to ensure that they are moving the organizations inthe desired direction, including closing employee competencygaps, and corrections are made as needed.
  11. 11. imPlementation stagesThe following implementation stages are suggested for mid tolarge organizations implementing competencies in support ofStrategic Human Resources Planning.Stage 1 Short - Term HR PlanningEstablish a Competency Architecture and Competency Dictionary thatwill support Strategic Human Resource Planning.For each group to be profiled, define the roles and career streams tohelp identify current and future human resources needs.
  12. 12. Determine how competencies will beintegrated with the existing HR Planningprocess and systems (e.g., HumanResource Information Managementsystems; other computer-based tools, forexample forecasting models). Stage 2Build or revamp HR Planning tools,templates and processes to incorporateelements as determined in Stage 1.Train managers and / or facilitatecorporate HR Planning process.Continuously monitor and improveprocesses, tools and systems to supportHR Planning
  13. 13. EXAMPLE. In uncertain business settings, the significance ofstrategic human resources planning can become obvious veryquickly. A company that reacts to circumstances by cutting staffas a measure to reduce short-term overhead can createunwanted repercussions. What initially looked like a smart andnecessary move to economize in lean times can end up costingthe company much more in the long-run. The resources that willbe needed to subsequently recruit, hire, and train newemployees may well exceed any short-term cost savings
  14. 14. Forward-looking human resourcesplanning typically anticipates futurestaffing requirements. It can helporganizations avoid cost errors. Strategies areformulated to not only anticipate their needsover time, but to consider optimal solutionsfor the long-term and under challengingeconomic conditions. This approach minimizesthe chance of short-sighted and reactivechoices being implemented by decision-makersAdvantages and Disadvantages Linking human resources policies, systems,and processes with a company’s overallstrategic planning and practices can haveimmediate advantages. Recruit and hire in thefuture.
  15. 15. Along with providing the company a road mapfor forecasting their staffing demand, effectivehuman resources planning documents thetalents and skills of the people who are in place.It also considers what current skill set andabilities are required to meet future needs andany new capabilities and talents the companymay need to recruit and hire in the future.Effective and worth-while human resourcesplanning takes time, dedication, andorganization. One disadvantage may be that ifHR planning has not occurred regularly within acorporation, it may seem overwhelming tobegin. Once regular planning takes place, it isnecessary that items are updated and recordedto keep information current and organized.
  16. 16. HUMAN RESOURCES PLANNING PROCESS•FORECASTING- HR manager attempts toascertain the supply of and demand for varioustypes of human resources.-On both the supply and demand sides, can useeither Statistical Methods or JudgmentalMethods.STATISTICAL METHODS-are excellent forcapturing historic trends in a company’s demandfor labor, and under the right conditions, theygive predictions that are much more precisethan those that could be achieved throughSubjective Judgments of a human forecaster.
  17. 17. 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.
  18. 18. Once these goals are established, the firm needs to choosefrom the many different strategies available for redressinglabor shortages and surpluses.• DOWNSIZING – planned elimination of large numbers of personnel designed to enhance organizational effectiveness.• EARLY RETIREMENT PROGRAMS AND BUYOUTSAnother popular means of reducing a labor surplus is tooffer an early retirement program. In the face ofdemographic pressures, many employers try to inducevoluntary attrition among their older workers through earlyretirement incentive programs.
  19. 19. 1. 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: • The use of temporary workers frees the firm frommany administrative tasks and financial burdens.
  20. 20. ADVANTAGES: • Small companies that cannot afford their own testing programs often get employees who have been tested by a temporary agency. • 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. • 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.
  21. 21. DISADVANTAGES:Temporary employees often spills over and reduces the level of customer loyalty.4. OUTSOURCING AND OFFSHORINGWhereas 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.
  22. 22. OFFSHORING is a special case of outsourcing where thejobs that move actually leave one country and go toanother. Rather than treating off sourced work as justa cost-containment strategy, firms are increasinglylooking for “Transformational Offshoring” whichpromotes growth and opens up avenues of newrevenues.
  23. 23. 5. ALTERING PAY AND HOURS•Firms may have the option of trying to garner morehours out of the existing labor force. However, overextended periods, employees experience stress andfrustration from being overworked in this manner.6. PROGRAM IMPLEMENTATION ANDEVALUATION The programs developed in the strategic choice stage are put into practice in the Program Implementation stage
  24. 24. A critical aspect of Program Implementation is tomake sure that some individual is held accountable forachieving the stated goals and has the necessaryauthority and resources to accomplish this goal.It is also important to have regular progress reports onthe implementation to be sure that all programs are inplace by specified times and that the early returns fromthese programs are in line with projections.The final step in the Planning Process is to EVALUATETHE RESULTS. The most obvious evaluation involveschecking whether the company has successfullyavoided any potential labor shortages or surpluses.
  25. 25. Hiringonce a position opening occurs (i.e., position isvacated or newly created), the recruitingprocedures must be performed in the orderpresented. In addition to these procedures,area vice presidents may have specialexpectations and internal guidelines for hiringin their own areas. The Recruitment andSelection Procedure therefore shall be lookedinto by both the Recruiters and the Applicantsas will be discussed in the following.
  26. 26. recruitment is the process of identifying thatthe organization needs to employ someone up to thepoint at which application forms for the post havearrived at the organization.The advantages of internal recruitment are that :1. Considerable savings can be made. Individuals withinside knowledge of how a business operates will needshorter periods of training and time for fitting in.2. The organization is unlikely to be greatly disruptedby someone who is used to working with others in theorganization.3. Internal promotion acts as an incentive to all staff towork harder within the organization.check to employing an outsider who may only be asuccess on paper.
  27. 27. The disadvantages of recruiting from within arethat :1. You will have to replace the person who has beenpromoted2. An insider may be less likely to make the essentialcriticisms required to get the company working moreeffectively3. Promotion of one person in a company may upsetsomeone else.External recruitment makes it possible to draw upon awider range of talent, and provides the opportunity to bringnew experience and ideas in to the business.
  28. 28. Disadvantages: It is more costly and the company mayend up with someone who proves to be less effective inpractice than they did on paper and in the interviewsituation. There are a number of stages, which can be used todefine and set out the nature of particular jobs forrecruitment purposes: 1. Job analysis is the process of examining jobs inorder to identify the key requirements of each job. Anumber of important questions need to be explored: •the title of the job •to whom the employee is responsible •for whom the employee is responsible
  29. 29. • 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.• A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder.
  30. 30. AREAS OF RECRUITMENT• PERSONNEL POLICIESPersonnel Policies is a generic term which refers toorganizational decisions that affect the nature of the vacanciesfor which people are recruited.• INTERNAL vs. EXTERNAL RECRUITING-pertains to RecruitmentSources and Job Security•EXTRINSIC AND INTRINSIC REWARDS-pertains to a policy ofpaying higher than current market wages•IMAGE ADVERTISING-companies advertise to promotethemselves and to bring to public knowledge specific vacancieswithin the firm.
  31. 31. II. RECRUITMENT SOURCES-either internal orexternal source Methods:•Electronic Recruiting-Internet•Public and Private Employment Agencies• Colleges and UniversitiesIt is generally a good idea for employers to monitor the quality of alltheir recruitment sources through:• Yield Ratios which express the percentage of applicants whosuccessfully move from one stage of the recruitment and selectionprocess to the next. Comparing yield ratios for different sources helpsdetermine which is best or most efficient for the type of vacancy beinginvestigated.•Data on cost per hire are also useful in establishing efficiency of agiven source.
  32. 32. • RECRUITER • RECRUITER’S FUNCTIONAL AREA• Specialists in Human Resources• Experts at Particular Jobs • RECRUITER’S TRAITS• 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.• INFORMATIVENESS-provides a ready orientation about the company and jobs being offered.
  33. 33. 3. RECRUITER’S REALISMBecause the recruiter’s job is to attractcandidates, there is some pressure to exaggeratethe positive features of the vacancy whiledownplaying the negative features. Applicantsare highly sensitive to negative information. Onthe other hand, if the recruiter goes too far in apositive direction, the candidate can be misledand lured into taking the job under falsepretenses. This can lead to serious case ofUNMET EXPECTATIONS and a HIGH TURNOVERRATE.
  34. 34. 4. ENHANCING RECRUITER IMPACT4.1. Recruiters can provide timely feedback. Applicants react very negatively to delays infeedback, often making unwarranted attributions for thedelays such as lack of interest in the applicant.4.2. Recruiting can be done in teams rather than byindividuals. Applicants tend to view line personnel(incumbents and supervisors) as more credible thanpersonnel specialists so these kinds of recruiters should bepart of any team.
  35. 35. Reference:LBP Human Resourcesmaterials