planning

1. HR Planning, Recruitment & Selection
Agenda
1. HR Planning
– Activities, Methods, Statistics
2. Recruitment
– Stages, Sources & methods
3. Selection
– Methods

2. HR PLANNING

3. HR Planning
• HRP is concerned with the acquisition, use, improvement and
preservation of an organization's employees to match its business
plans.
– attempts to reconcile HR ‘demand’ (forecast from extrapolating corporate
plans) and ‘supply’ (forecast by working out the availability of HR and
calculating likely shortfalls and surpluses)
– provides organizations with the possibility of reaching the ultimate goal of
employing the ‘correct’ number of people with the requisite skills

5. Activities in HR Planning
1. Forecasting Demand for HR – HR must plan with other departments
if they are to operate strategically. A demand model is then
constructed and data fed in to produce estimates. HR demand can
be determined by
• marketing plans, outlining which products will be offered and in what
quantities;
• operations plans, specifying methods of production, distribution and
development; and
• financial plans, detailing how activities will be funded.
2. Forecasting Supply of HR - HR supply (from both existing and new
sources) needs to be examined, calculated and forecast.
• includes the source of supply (ILMs or ELMs) and skills, profiles,
characteristics and behavior of the required HR

6. • In parts of Asia, the emphasis has been on the ‘right number’ and
‘right time’ and the ‘right skills’ has often been ignored.
• In some rapidly modernizing economies of Asia, HR are considered
to be so freely available that the potential contribution of HRM is
overlooked.
• This neglect of the application of systematic HRM techniques is
damaging to organizational success

7. Activities in HR Planning
3. Action & Assessment : HR
action plans need to be
developed and
implemented to reconcile
HR demand and HR
supply.
• Plans involve recruitment
targets, selection criteria,
promotion policies,
(re)training,
redeployments,
redundancies and
retirements.

8. Methods & Data In HRP
• An initial starting point for HRP is to examine any corporate
databases.
– HRIS, main HRM records containing basic facts in a structured format, records
of performance appraisals and other reports
– production rates, salaries, financial files etc.
– Profiles: Length of service, skills, qualifications etc
– Parts of Asia the use of an HRIS is rare, personal files of staff are most likely to
be held in paper formats
• Work Study
– Even if ‘output’ (manufacturing and services) requirements and details of
existing HR are fairly certain, exactly how many, and what type of HR are
actually needed?
– work study can be used to compute standard times and standard work
methods for different jobs
– Sales and production forecasts can then be used as a basis for HR demand
forecasting

9. • In some organizations in Asia work study tends to be based on
historical data rather than the production of standard data.
Or political

10. • Modelling techniques - linear and other statistical models can be
used in forecasting and to investigate relationships between
variables.
– techniques can be used to project future demand based on previous HR levels
and sales or relate employment to a variety of factors, such as how technology
or market growth will affect employment
– Asian organizations can analyze daily and weekly data, as societies and
economies are changing so rapidly.
Methods & Data for HRP

11. Methods & Data for HRP

12. Key Statistics
• These statistics are used as barometers of the ‘health’ of the
organization and behavioral aspects of work in areas such as job
satisfaction, morale and working conditions.
• Labor turnover
– Labor turnover is described by a variety of other terms, including wastage,
‘quits’, leaving, drop out, exiting, and so on.

13. • Stability Index
– used to counter possible distortion of the figures for turnover by short-service
leavers.
• Fringe Turnover Index
– This calculates the percentage turnover of short-term workers. distinguishes
those who join and quit quickly from the overall turnover figure.
• Patterns of Wastage can be identified
– ‘Three Stage Theory’ of wastage. 1 - induction crisis, where there is initial
shock, false expectations and a lack of identity. 2 - Differential transit phase
when people start to assess the organization and whether they have place in it.
3 - Settled connection stage results as ‘survivors’ become established.
Key Statistics

14. • In parts of Asia, have little choice in their source of employment, and
employers and labour supply agents find a variety of means to
prevent employees from leaving.

15. • Absenteeism. This can be measured in several ways, which include
measuring (a) the percentage of lost working days, (b) days lost per
working year, and (c) average length of absence
• In Asia-Great pressure from employers
• Cultural and family pressures may leads to absenteeism.
Key Statistics

16. RECRUITMENT

17. Definition
• Recruitment is the process of contacting suitably qualified
applicants(internal and external) for a vacant position and
encouraging the suitable people to apply.
• Selection is the process of matching the attributes of candidates with
the requirements of the job and then choosing the most appropriate
applicants for the vacancies.
• Asian Patterns
– Asian countries will impose laws in recruitment, such as those that apply to the
scheduled castes (dalit or lower castes) in India or Bumiputras (Malays and
other ‘sons of the soil’) in Malaysia.
– In parts of Asia recruitment has depended more on ‘who you are’ and ‘who you
know’ rather than ‘what you know’. Some Asian employers will seek candidates
among relations or friends of existing staff or among other contacts.

18. Stages

19. • Job analysis is used to elicit what a particular job is about and what
it actually involves.
Stages

20. The Process
of Job
Analysis

21. Stages
• Job description - , the key elements
in a job are outlined. These elements
are written up as a statement setting
out what is involved in a job.
• Person Specification - lists and
defines the attributes, often classified
as either ‘essential’ or ‘desirable’, of a
person who might be effective and
content in the job. The person
attributes can be grouped into major
categories.

22. • In some parts of Asia, specifications are very general, and would
probably be unacceptable in the West. For example, saying
‘attractive, female aged 18 to 21’ or ‘strong, healthy male aged 21 to
25’ would be considered discriminatory in the West.

23. Sources and Methods
Internal Labor Market
• Job Bidding – e.g. Indian
Keralites in banks, Javanese in
Indonesian Civil Service
• Promotion – Series of
connection, China Guanxi,
Korean Inmaek, Malays ‘orang
delam
• Unsolicited Applications-
speculative candidates
• Employee recommendations-
kith and kin (generations
within families)
External Labor Markets
• Referrals – political or social
pressure
• Agencies
• Advertising
• Educational institutions
• Retirees
• Foreign workers
• Virtual

24. Foreign Workers
• Chinese laundry men,
Indian rubber tappers,
• Malaysian and Sikh
security guards in Hong
Kong.
Pakistanis moved to the UK
to work in industrial mills
Bangladeshis moved to
Europe to open ‘Indian’
restaurants.

25. Sources and Methods

26. SELECTION

27. Methods
• Application forms
– Subjective biographical data
– Not often used in Asia
• References
– Background checks
– To establish validity
• Interviews
– Unstructured , commonly used in Asia, used to sell the position / employer
– Structured , protect against bias and discrimination
– Individual, Panel and Group
• Usually trio is used for selection

28. • Employment tests
– Better predictors than the trio
• Ability tests
• Psychometric tests
• Assessment centers
What might be some disadvantages with employment tests?
Methods

29. • Using tests developed outside Asia may have unforeseen cultural
expectations with them, may be biased against groups in Asia.
– For example, in some Asian educational systems students are taught to
remember the ‘right’ answer, whereas most Western ability tests ask those
being tested to find the ‘right’ answer.
Methods

30. Q&A