2. HUMAN RESOURCE PLANNING
Human Resource
Planning
• Human resource planning systematically
forecasts an organization's future demand for
and supply of employees.
• It is also called employment planning. HR
planning enables managers and HR
departments to develop staffing plans that
support the organization’s strategy by allowing
it to fill job openings proactively.
• There is no single right approach to HR
Planning, all organizations should identify their
short run and long run employee needs by
examining their corporate strategies.
3. THE DEMAND FOR HUMAN RESOURCES
Causes of Demand
EXTERNAL
Economics
Social-political-
legal
Technology
Competitors
ORGANIZATIONAL
Strategic Plans
Budgets
Sales & production
forecasts
New Ventures
Organization & Job
designs
WORKFORCE
Retirement
Resignations
Terminations
Deaths
Leaves of absence
4. DIVISION AUTHORIZED ACTUAL VACCANCIES
M.D’s OFFICE 2 2 0
SALES REPS. 328 315 13
SALES MANAGERS 53 50 3
FIELD TRAINING 5 5 0
OTHER FIELD SUPPORT 5 6 -1
TOTAL SALES 391 376 14
MARKETING 17 17 0
MEDICAL 9 6 3
FINANCE 32 28 4
HUMAN RESOURCES 17 15 2
BUSINESS TECHNOLOGY 8 7 1
PUBLIC AFFAIRS 2 2 0
LEGAL 1 1 0
TOTAL 479 454 25
ABC (PVT.) LTD
MANPOWER STRENGTH SUMMARY
5. IMPLEMENTATION OF HR PLANS
HR SURPLUS
• Once the supply
and demand of HR
have been
estimated
adjustments may be
needed. When the
internal supply
exceeds the firm’s
demand HR surplus
exists.
ATTRITION
• Most employers
responds to a
surplus with a hiring
freeze.
• The freeze stops
HR department from
filling openings with
external supplies.
• Present employees
are reassigned.
• Voluntary
departures called
attrition slowly
reduces the surplus.
HR SHORTAGES
• If the internal supply
cannot fulfill the
organizations an HR
shortage exists.
• In short run
planners rely on
external staffing
process to find new
employees.
• In log run planners
can double their
effort to have
employees develop
the knowledge,
skills and attitudes
needed to fill these
jobs.
6. STAFFING
Recruitment Selection Staffing
Staffing is the process of matching appropriate people
with appropriate jobs. From the viewpoint of
organizations, staffing entails using HR planning
information to determine the correct numbers and kinds of
candidates, locating them, and then selecting those who
are most likely to be satisfactory employees.
7. RECRUITMENT
• The process of
generating a pool of
qualified applicants
for organizational
jobs.
• or
• The process of
finding and attracting
capable applicants
for employment.
RECRUITERS
• Mangers & Specialists in
the recruitment process
are called recruiters.
• They identify job
openings through HR
planning or request by
managers.
• Once openings are
identified recruiters learn
the job requirements
through job analysis
information and further
supplement their
knowledge with talks with
the appropriate manager.
8. PLANNING & STRATEGIC DECISISONS
ABOUT RECRUITING
HR Planning Decisions
• How Many Employees Needed
• When Needed
• KSAs Needed
• Special Qualifications
Strategic Recruiting Decisions
• Where to Recruit: Internal/External
• Who to Recruit: Flexible Staffing Options
• Nature of Job Requirements: Review
the Job Requirements
Decisions on Recruiting
Sources/Methods
• Advertising Choices
• Recruiting Activities
9. INTERNAL VS EXTERNAL RECRUITING
RECRUITNG
SOURCE
ADVANTAGES DISADVANTAGES
INTERNAL • Morale of Promotes
• Better assessment of abilities
• Motivator for good
performance
• Causes a succession of
promotion
• Have to hire at entry level
• Inbreeding
• Possible morale problems
of those not promoted
• “Political” infighting for
promotions
• Need for management
development program
EXTERNAL • New blood brings new
perspective
• Cheaper and faster than
training professionals
• No group of political
supporters in organization
already.
• May bring new industry
insights.
• May not select someone
who will fit the job or
organization
• May cause morale problems
for internal candidates not
selected
• Longer “adjustment” or
orientation time.
10. INTERNAL
• Job Posting Programs
• Promotions & Transfers
• Current Employee Referrals
• Recruiting Former Employees
and Applicants
• Internal Recruiting Database
EXTERNAL
• Educational Institutions
• Advertising via selection of
medium)
• Executive Search Firms
• Social Media Platforms
(Facebook, LinkedIn,
Placement websites,
whatsapp groups)
RECRUITMENT CHANNELS
11. JOB APPLICATION BLANK
Signature Line
References
Memberships, Awards &
Hobbies
Military Background
Work History
Education & Skills
Employment Status
Personal Data
The Job Application
blank collects
information about
recruits in a
uniform manner.
12. SELECTION PROCESS
The Selection process is a series of
specific steps used to decide which recruit
should be hired.
The process begins when recruits apply
for employment and ends with the hiring
decision..
The HR department evaluates applicants
in regard to their potential suitability through
the use of valid procedures.
13. SELECTION RATIO
It is the relationship between the number of applicants
hired and the total number of applicants available. The ratio
is computed as follows:
Number of applicants hired = Selection Ration
Total number of applicants
15. SELECTION PROCESS
Selection
Interviews
• The Selection interview is a formal in
depth conversation conducted to
evaluate an applicant’s ability. It is a
two way exchange of information .
• A selection interview is designed to
identify information on a candidate
and clarify information from other
sources. This in-depth interview is
designed to integrate all the
information from application forms,
tests, and reference checks, so that a
decision can be made.
16. TYPES OF INTERVIEWS
Structured Interview
The structured interview uses a
set of standardized questions
that are asked of all applicants.
Every applicant is asked the
same basic questions, so that
comparisons among applicants
can more easily be made. This
type of interview allows an
interviewer to prepare job-
related questions in advance
and then complete a
standardized interviewee
evaluation form.
Unstructured Interview
It allows employment specialists
to develop questions as the
interview proceeds. The
interviewer goes into topic
areas as they arise, trying to
stimulate a friendly
conversation.
It is also called non directive
interview lacks the reliability
because each applicant a
different series of questions. It
is means of getting to know
applicants and their personal
lives better.
17. TYPES OF INTERVIEWS
Mixed Interviews
It is a blend of structured
and unstructured
questions. The former
provide a base of
information that allows
comparison between
candidates and the later
makes the interview
more conversational and
permit greater insights
into the unique
differences between
applicants.
Behavioral
Interviewing
It focuses on a problem
or a hypothetical
situation that the
applicant is asked to
solve. Both the answers
and the approach are
evaluated. It has a very
narrow scope. It
primarily reveals the
applicant’s ability to
solve the types of
problems presented..
Stress
It is an attempt to learn
how applicant will
respond to job
pressures. It consists of
a series of harsh
questions asked in rapid
fire succession and in
an unfriendly manner.
Interviews
20. The Interview Errors
Interviewer
• Hallo Effect: Interviewers have
limited information about an
applicant to bias their evaluation
of that person’s other
characteristics.
• Leading Questions: Interviewers
want the desired answer by the
way they frame their questions.
• Personal Biases: Interviewers
who harbor prejudice against
specific groups.
• Interviewer Domination: The
applicant is told about their own
success, social conversation.
Interviewee
• Cover up job related weaknesses
or show up nervousness.
• Common errors include
playing games,
talking too much,
Boasting,
Not listening and
Being unprepared
21. SELECTION PROCESS
Hiring Decision
• Hiring marks the end of the selection
process, assuming that the candidate
has accepted the job offer.
• Employers should notify the
applicants who are not selected.
• Rejected applicants can be
considered for other openings as
they have gone through the stages of
selection process.
• If no opening exists the applications
can be saved for future openings.
