2. Objectives
1. Discuss the need for forecasting human resource
for forecasting
2. Be able to explain the steps to an effective
3. Be able to develop a job analysis and job description.
3. RECRUITMENT
The recruitment process is an important part of human resource
management (HRM).
Recruitment is defined as a process that provides the organization
with a pool of qualified job candidates from which to choose.
It isn’t done without proper strategic planning
Before companies recruit, they must implement proper staffing
plans and forecasting to determine how many people they will
need.
The basis of the forecast will be the annual budget of the
organization and the short- to long-term plans of the
organization—for example, the possibility of expansion. In
addition to this, the organizational life cycle will be a factor.
4. RECRUITMENT
Forecasting is based on both internal and external factors.
Internal factors
1. Budget constraints
2. Expected or trend of employee separations
3. Production levels
4. Sales increases or decreases
5. Global expansion plans
External factors
1. Changes in technology
2. Changes in laws
3. Unemployment rates
4. Shifts in population Shifts in urban, suburban, and rural areas
5. Competition
7. SELECTION
TYPES OF INTERVIEW
1. Traditional Interview
2. Telephone Interview
3. Panel Interview
4. Information Interview
5. Meal Interviews
6. Group Interview
7. Video Interviews
8. Nondirective Interview
8. SELECTION
Interview Process
1. Recruit new candidates.
2. Establish criteria for which candidates will be rated.
3. Develop interview questions based on the analysis.
4. Set a time line for interviewing and decision making.
5. Connect schedules with others involved in the interview
process.
6. Set up the interviews with candidates and set up any
testing procedures.
7. Interview the candidates and perform any necessary
testing.
10. SELECTION
Make an offer
• What is the scarcity of the particular skills set?
• What are the “going” wages in your geographic area?
• What are the current economic conditions?
• What is the current pay for similar positions in your organization?
• What is your organizational compensation strategy?
• What is the fair market value of the job?
• What is the level of the job within the organization?
• What are your budget constraints?
• How soon will the employee be productive in the organization?
• Are there other candidates equally qualified that might have lower salaryexpectations?
• What are the national and regional unemployment rates?
• If you cannot pay more, can you offer other perks such as a signing bonus orflexible work
schedule?
11. SELECTION
EMPLOYMENT AGREEMENT
1. Job title
2. Salary
3. Other compensation, such as bonuses or stock options
4. Benefits, such as health-care coverage, 401(k)
5. Vacation time/paid holidays Start date
6. Non compete agreement expectations
7. Additional considerations such as relocation expenses
