Human Resource Planning, Recruitment, Selection and Placement

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  • Determine the business objectives of the company and analyze their impact on each departments operational function
  • After: determine the people needed to accomplish the desirable workload.
  • What are the requirements for each job?
  • The manager should not only specify the number of persons needed, but also state what critical skills they should possess to accomplish the task properly.
  • Match against the positions forecasted
  • Achieve corporate goals
  • C
  • B
  • Review in detailed his activities in the past:-pattern of behavior during his schooling-work record-recreational activities-handling his financial & domestic problems
  • The interview can help set a good image (favourable attitude) of the job and the organization to the applicant
  • Human Resource Planning, Recruitment, Selection and Placement

    1. 1. HUMAN RESOURCE PLANNING, RECRUITMENT, SELECTION AND PLACEMENT
    2. 2. Human Resource Planning  The process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives  a vital organizational element for maintaining a competitive advantage and reducing employee turnover
    3. 3. 5 STEPS IN HUMAN RESOURCE PLANNING  1. DETERMINING THE WORKLOAD  2. STUDY OF JOBS IN THE COMPANY  3. FORECASTING HUMAN RESOURCE NEEDS  4. INVENTORY OF MANPOWER  5. IMPROVEMENT PLAN
    4. 4. 5 STEPS IN HUMAN RESOURCE PLANNING  1. DETERMINING THE WORKLOAD  The kind and magnitude of the workload determines:  The organizational structure Number of employees needed Quality of employees needed
    5. 5. Factors in determining: Business development & assumptions Corporate planning Economic forecasts Changes in plans and products New product lines Mergers and consolidation Other trends
    6. 6.  2. STUDY OF JOBS IN THE COMPANY Job description Job specification
    7. 7.  3. FORECASTING HUMAN RESOUCE NEEDS  How many specialist, professionals or executives are needed?  What is the level of each?  What kind of specialization should each have?  What other production personnel are necessary and how many for each category?
    8. 8.  DELPHI TECHNIQUE  Collecting opinions of experts in the field of interest Questionnaires are sent to group of experts who are anonymous to each other to obtain information Present graphic diagram of factors presumed to affect the net demand for personnel.
    9. 9.  4. INVENTORY (AUDIT) OF MANPOWER  Assess the following: Skills Career aspirations Strengths Weaknesses Potentials Promotability
    10. 10.  Filling of positions  Promotion  Transfer  Assignment of qualified personnel  Results:  Just have enough manpower  Excess in the number of available manpower but lack skills required  Insufficient number of available manpower and their skills are also inadequate to meet the needs of the work inputs.
    11. 11.  5. IMPROVEMENT PLAN  Implementing and improving of the plan to meet the objectives of the corporation/department SHORTFALL REMEDY Number of personnel Recruit inside/outside of the organization Skills of present employees Increase skill through trainings and development programs
    12. 12. Reason for Proper Selection of Employees  Proper Selection of workers will help the company to achieve the company objectives  incompetent worker is a liability to the company  personnel requirement vary from job to job  people have varying degrees of intelligence, aptitude and abilities.  not all individuals have the same interest, goals and objective in life.  careless hiring is costly and can cause problems to the company, especially to the supervisor and managers who have to deal with workers.  Labor laws protect employees making it difficult to fire incompetent and problem employees
    13. 13. Reason why an incompetent worker is a liability to the company?  long job training  closer supervision  low quality of output  reason for the decline of customer
    14. 14. Difficulty in firing incompetent and problem employees  The labor code of Philippine protect employees from arbitrary termination. Hiring an employee establishes long term relation with the worker.  Things to consider when firing 1. Think thing through 2. Is the firing for a valid reason? 3. Don’t get personal 4. Create a papertrail if the employees performance reviews 5. Keep information confidential 6. Consider all legal requirement you must comply and not to fail to fulfill them 7. Arrange for any necessary parties to be present at the meeting 8. Be frank with your reasons for firing the employee
    15. 15. Responsibility for recruitment, selection and hiring of employees  For small enterprise -the owner or the superintendent or the manager is responsible for recruiting, selecting and hiring employees. -relies on the appearance, impression during the interview and the way the applicant talks. -there are times that the supervisor or the department head does the hiring himself.  For large enterprise - in large enterprises, they assign the job of selecting and hiring employees to an employment office or personnel staff who assist the line supervisor in this task. - they rely on well established procedures.
    16. 16. Selection by Individual Supervisor -Supervisor has the tendency to hire the first satisfactory applicant. -Supervisor who does his own recruiting and hiring limits his field of selection. Usually to applicants recommended to him or who directly applies. -Centralization of Personnel Selection and Hiring -Screening and hiring process should be centralized for the hiring policies to be consistent and efficient. -Screening is done by personnel department and the final decision is to be made by the supervisor or the manager. -Hiring consultants is the practice of the forward looking firms in Philippine (for supervisory and managerial positions). -Companies specifies the job description to be filled and the desired qualifications of the worker as indicated in the job description and specification.
    17. 17. Installing a program for recruitment, selection and hiring 1. Recognition of the need by management 2. Selling the program 3. Communicating the program 4. Responsibility for recruitment, selection, and hiring 5. Forms and records 6. Labor code of the Philippines 7. Selection of the employees from within or outside the company 8. Job analysis, job description, and specification 9. Employment test and interview
    18. 18. Installing a program for recruitment, selection and hiring 10. Checking of reference, police records and clearance 11. Prior registration with the SSS for SSS number, Medicare and BIR for assignment of TIN or taxpayer identification number 12. Physical examination 13. introducing, inducting, and orienting the new employee to his job and the company 14. Probationary period of new employees 15. Compensation and fringe benefits of the new employee 16. Performance follow up 17. Periodic check up of the program 18. Validation studies
    19. 19. Procedures in recruitment, selection and hiring 1. Study the different jobs in the company; write job description and specification 2. Requisition for a new employee 3. Recruit qualified applicants 4. Sight screen applicants 5. Have application form filled out 6. Select those who will undergo training
    20. 20. Employment Tests Often Used in Choosing Applicants Mental Alertness Test Also known as intelligence tests or cognitive tests, verbal & personal tests Measures the person’s ability to quickly learn jobs which involve memory, reasoning, abstracting, analyzing, solving problems, as well as reading comprehension
    21. 21. Sample Questions  1. Johnny’s mother had three children. The first child was named April. The second child was named May. What was the third child’s name?
    22. 22.  2. A clerk at a butcher shop stands five feet ten inches tall and wears size 13 sneakers. What does he weigh?
    23. 23.  3. If you were running a race and you passed the person in 2nd place, what place would you be in now?
    24. 24. Clerical Aptitude Tests Measures the individual’s speed and accuracy in dealing with similarities & clerical relationships e. g. numbers and the names of persons and places Typical clerical tasks – checking the accuracy of a copy, alphabetical filling, spelling, simple computations
    25. 25. • NUMBER CHECKING Directions: Count the number of identical pairs of numbers in each group and write the number of such pairs on the separate answer sheet. 9927382 - 9927382 15672839 - 15672839 3678892 - 3678902 87263543 - 87263543 5572867 - 5572867
    26. 26. • FILING • 1. Richard L. Allen would be filed between: • A. Robert Allen and Stephen Allen • B. Paul Allan and Thomas Allan • C. Rex Allen and Richard M. Allen • D. Peter Allen and Rich Allen • E. Rick Allen and Ronald Allen
    27. 27. Shop Arithmetic Tests • Measures how well an individual can work out mathematical problems that come up frequently in the shop • Questions would require understanding of drawings, reasoning out problems correctly, and doing accurate arithmetical computations
    28. 28. Example Shop Arithmetic Question The sketch shows a component which is stamped out of sheet steel. The square in the center is discarded. These components are stamped out of a continuous steel coil with a width of 70 cms. The stamping process requires a gap of 25mm between each component. The steel coil is supplied in lengths of 25 meters costing $200. 1)What is the approximate area of the remaining shape in square centimetres? A. 1938 B.1855 C.1926 D.1880 E.1760
    29. 29. Mechanical Aptitude tests • These measure mechanical abilities or skills, either natural or acquired • Occupations such as those of carpenters, mechanics, & assemblers require the kind of understanding these tests measure.
    30. 30. • Example 1: • How much force must we exert in order to lift the weight? The formula used to calculate levers is as follows: Wx D1 = F x D2 • W = Weight • D1 = Distance from fulcrum to weight • F= Force required • D2= Distance from fulcrum to force point • a) 127.47 • b) 147.27 • c) 152.39 • d) 176.56
    31. 31. Space Relation Tests Measures the ability to visualize a constructed object from a picture or a pattern, if rotated in various ways. Evaluates the ability to manipulate things mentally to create a structure in one’s mind from a plan Occupations such as architecture, drafting, mechanical designing, dress designing, interior designers require these test
    32. 32. Proficiency, Trade, or Achievement Tests Measure the individual’s proficiency on the job or trade in which he has had prior experience These tests measure job skills through work sample tests; e.g. typing, shorthand, bookkeeping.
    33. 33. Vocational Interest Tests • Designed to discover the patterns of employee interest and thus suggest what type of work may be satisfying to the individual. • More useful in predicting job stability than levels of success
    34. 34. REALISTIC Rate the level of interest you think you have for each area listed below from 0 (very little interest) to 9 (a high level of interest). Don't worry about your skill level. Just consider how much you enjoy each activity. ___Participate in athletic activities ___Spend time working outdoors ___Use your hands and tools to build something ___Operate machinery to manufacture a product
    35. 35. ARTISTIC Rate the level of interest you think you have for each area listed below from 0 (very little interest) to 9 (a high level of interest). Don't worry about your skill level. Just consider how much you enjoy each activity. ___Design a new picture, flyer, or poster ___Generate innovative ideas and solutions to a problem ___Perform in a drama production ___Write a creative story or essay ___Play a musical instrument ___Express your emotions freely and openly
    36. 36. Dexterity and Manipulation Tests • These tests are given to applicants for jobs requiring manual skills, especially the use of fingers • commonly used in the evaluation of occupational fitness, disability evaluation and in rehabilitation.
    37. 37. Personality Tests • Used in measuring personality characteristics which are considered to be the basis of success in the job, particularly for supervisory and managerial positions. • Determines the emotional maturity of the individual, his or her ability to withstand stress, and to gain respect and cooperation
    38. 38. Two Types of personality test • 1. Personality Inventories • -similar w/ interest tests, designed for use in personal and vocational counseling • 2. Projective tests • Candidate is asked to project is own interpretation of a certain standard stimulus situations depending upon his own personality impression, values and motives
    39. 39. Assessment
    40. 40. Validity Tests • Degree of validity may be determined by the relationship between test scores and actual placement in the job of the persons who took the tests for those jobs. • A test is valid if it can predict the success or failure of a person in the job.
    41. 41.  7. Check the applicant’s work experiences, school records, and personal references  -through telephone calls, letters of inquiry or sending information forms to the applicant’s former employers, teachers or individual references
    42. 42. • 8. Interview Objectives of the interview are: 1. To find out how well-qualified the applicant is for vacancy 2. To give the applicant the information he needs to decide whether or not he will take the job if offered to him 3. To create goodwill for the company
    43. 43. Before interview, the interviewer must know the ff:  Before interview, the interviewer must know the job and essential qualifications:  1. What kind of employee he wants  2. He must know the nature of the job to be filled.
    44. 44. TYPES OF INTERVIEW  Directive  Indirective or Non-directive  Group  Team method
    45. 45. Directive Interview • Planned interview • Questions are asked in order • Questions to be asked about the candidate is decided in advance to obtain the needed information – Background – Habits – Character traits • Predicts a persons performance on the job • Most common interview
    46. 46. ADVANTAGES • Uniform procedure • Time saving • Reduces bias by the use of printed questions DISADVANTAGES • Constant note-taking which can disturb the applicant and make him cautious • Questions are stereotyped- losses flexibility and spontaneity • Interviewer pays more attention to the question rather than the interviewee
    47. 47. Non-Directive Interview • Not planned, more flexible, more relaxed • Broad, open-ended and required a narrative answer • Candidates are expected to express their interest and experience • Questions: – Tell me about... – How do you like... – Why did you...
    48. 48. Group Interview  Conducted by a panel or committee of 3-5 interviewers  Conducted for applicants for supervisory or higher position  Ask questions about candidates on different aspects and gives marks to each candidates  Each member rates the candidate and collects it for the final decision
    49. 49. Team Method  A team of three interviewers may interview applicants separately and then compare notes afterward  The team may use different types of questions to get the information that they want to emphasize.
    50. 50. Criteria of the interviewer • EMOTIONAL MATURITY • DEPENDABILITY – PUNCTUALITY – FAITHFULNESS • SELF-CONFIDENCE • ATTITUDE TOWARD JOBS • CREATIVENESS • ATTITUDE TOWARD OTHER PEOPLE • VALUE SYSTEM • CRITICAL ATTITUDE
    51. 51. Informing the Applicant about the Job & Working Conditions  The applicant is given information about the requirements of the job:  Duties  Responsibilities The interviewer observes the applicants traits & reactions
    52. 52. Creating Goodwill for the Company • The interview gives the applicant a chance to learn about the basic facts of the job and the company. • The applicant can: – Assess the work assign to him – Decided if its the job for him • Interview: first personal contact between him and the company • Develop mutual understanding, confidence & good-will
    53. 53. Dangers Signals  Stability on the job  Job-hopping or frequent changing of jobs  Bad habits  His associates or gangs  Financial habits  Environmental factors, external pressures, family or personal problems, relationships.  Absenteeism, accidents  Tardiness  Physical handicaps
    54. 54. Final Selection for Employment  Three decisions are: -Management’s decision -Applicant’s decision -Supervisor’s decision Rule of Three: -selecting the three best qualified, determined by the employment officer. -Supervisor interviews the three and selects the final choice.
    55. 55. Some findings in common hiring decisions, provided by Empirical Studies.  Physical attractiveness, use of perfumes.  Age of applicants, older applicants preferred.  Positive non-verbal cues  First one interviewed sets the standard, later interviewees are favoured more.  Letters of reference evokes positive rating.
    56. 56. Cherrington’s suggestions on principles of selection  Past behavior predict future behavior  Organization should collect more reliable and valid data to select the best applicants.
    57. 57. Have applicants undertake physical examinations and secure security clearances  Selected applicant is required to pass a physical examination.  May be referred to a company physician, in the case of small companies, or submit a certification from a private physician. In large companies, they usually have local health departments.  In addition, Police and NBI clearances are necessary to protect companies against potential or confirmed applicants with criminal records.
    58. 58. Hire the chosen candidate  After passing all selection requirements, he/she is finally sent to the personnel department.  Hiring papers indicate conditions in employing, whether probationary, temporary, contractual, etc. Terms and conditions such as salary, promotion, vacation and sick leave, etc. are also included. If not regular, period of employment, specific project, and termination date are required.  Company official responsible for confirming appointments makes final approval.  Employment contract is signed, to signify acceptance.  Permanent personnel records are accomplished.  The payroll section and the department where the new employee will work are notified of his having been hired.  After the paper requirements, the new employee is ready to undergo orientation in the company.
    59. 59. Follow-Up on Placement  When the new employee is placed on the job, his work should be followed up to ensure that his progress is not being hampered by certain problems affecting him/her.  Check also measures effectiveness of the selection and placement procedure.  Problems of the new employee should be known so he may be helped.  An employee who is unhappy is a potential source of inefficiency, and other serious problems.  Further evaluation and check-up is needed.  Final appraisal may be made before deciding whether or not to change the employee’s status from probationary or temporary to regular.

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