8 hr planning & recruitment
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Transcript of 8 hr planning & recruitment
HR PLANNING & RECRUITMENT
Planning and recruitment Strategic objectives HR Planning is the forecasting of HR
needs of an organization Recruitment is the process of attracting
applicants for the positions needed.
HUMAN RESOURCE PLANNING
Integration of HR planning with strategic business planning for competitive advantage and success
Planning Steps: Step 1: Environmental Scan Identification of threats and opportunities for
taking HR decisions More information; better understanding of
situation Tight labor market and Loose labor market IT & Global market
HUMAN RESOURCE PLANNING
Step 2: Labor Demand Forecast Two methods are used Qualitative: Centralized method & Decentralized Method Delphi Technique Nominal Group Technique Quantitative Methods: Trend Analysis Regression Analysis
Delphi Technique Problem identification. Questionnaire formed. Experts identified. Questionnaire sent to
members for answers who return it back to the coordinator.
Results of questionnaire are analyzed and shared with members.
Comments again sought. Response compiled for second time. The process is repeated till a consensus is
obtained.
HUMAN RESOURCE PLANNING
Step 3: Labor Supply Forecast Projection of resource availability Internal labor supply: from within the
organization, software, succession planning & promotion, resignations, Markov Analysis
External labor supply: from outside the organization, skilled and unskilled labor
HUMAN RESOURCE PLANNING
Step 4: Gap Analysis Reconciliation of demand and supply Surplus or deficiencies Restructuring, downsizing, re-engineering Alternate arrangements: Temps Part time workers Telecommuters Employee leasing
Downsizing Downsizing is the process of reducing the
number of employees with the purpose of making the organization more efficient and responsive to the changes in its business environment. It results in more flat organizational structures, greater delegation of authority and responsibilities, improved communication within the organization and more functions being performed at the lower echelons in the organization, close to the points of interaction with the customers.
Things to consider Be transparent and objective Do not demoralize staff Should not be a hollow out exercise Remaining staff should not be
overburdened Important controls and functions should
not be compromised Image of the organization should be
protected Fresh appraisals/performance
competence should be done before downsizing`
HUMAN RESOURCE PLANNING
Step 5: Action Programming Choice from available alternatives Internal or external programming Internal: job design, training, career
planning, promotions and compensations. Done due to shortage of personnel for key positions
External: done when specific competencies are not available with the current employer
HUMAN RESOURCE PLANNING
Step 6: Evaluation Optimal number and quantity of employees to
achieve strategic objectives of the organization
For effectiveness of planning Deviations corrected Cost benefit analysis: productivity data,
turnover costs, cost of new recruits and training of existing employees
Determining long term objectives of the organization
RECRUITMENT
Starts once planning is done Three essential steps: Work/Job Analysis Time lapse data Yield ratio
A skilled recruiter should Possess knowledge about the job to be
filled Possess insight in the attributes and
qualities of the individuals to perform the job
Have knowledge of the sources and the means of attracting a range of suitable candidates
Possess skills to evaluate the candidates who are most suitable for the job
RECRUITMENT Job Analysis: Identification of critical skills required for
a particular job Job description and Personnel
specifications are made out of work analysis
Time and cost saving Right person for the right job
RECRUITMENT Time lapse data: Difference between two points Time the decision is made to fill the post Time the position is actually filled Helps HR planners to determine how long
a particular position takes to fill Online processes Time and cost
RECRUITMENT Yield Ratios or Percentage: To determine the number of available candidates
at a step compared to another For an advertised position 300 applications received 50 short listed 38 appeared for test 25 qualified for interview 10 were given job offers Future planning recruitment efforts No of applicants required to fill a position
INTERNAL & EXTERNAL RECRUITMENT
Internal Recruitment Advantages: 1) less costly (2) skills and
abilities of applicants known and (3) organizational commitment by employees who are promoted
Disadvantages: 1) old ways of doing things whereas org requires fresh blood and new ideas (2) entrenched skills, slow response to change (3) departments compete for same person (4) politics may influence hiring
INTERNAL & EXTERNAL RECRUITMENT
External Recruitment Advantages: 1) new recruits bring fresh
blood and new ideas to organization (2) no ownership of the past strategies, new strategies may be devised
Disadvantages: 1) negative impact on the morale and group cohesion of existing employees (2) new recruits take time to understand culture of the organization (3) costly exercise and (4) less data on external candidates
Succession PlanningSuccession Planning is an important HR function as it ensures availability of sufficient number of appropriately qualified and competent employees from internal sources to meet the future HR needs of the organization. Suitable employees are identified in the early stages of their careers and are groomed through a process of job rotation and training, to assume more responsible positions in the organization arising due to promotions, transfers, retirement or death of key employees.
Advantages Anticipation of HR requirements in
advance Identification of high-potential employees Career path planning of employees Managerial depth within the organization Internal promotion opportunities Reduction in risk of recruiting employees
from external sources Supply of capable successors Defined career path
Disadvantages Absence of fresh ideas Biases and personal preferences of
managers Limitation on the number of employees
to be promoted or transferred Complacency in some employees due to
assured promotion and seniority
METHODS OF EXTERNAL RECRUITMENT
CASUAL APPLICATIONS/WALK-INS REFERRALS ADVERTISING SEARCH FIRMS HEAD HUNTERS CAMPUS VISITS E-RECRUITING
Job Application Form JAF Basic education and skills required Evaluate work experience and job
requirement Enables to draw conclusions about
candidate’s suitability Enables to predict whether the applicant
will fit in the cultural and social structure Enables to reach a decision whether to
process the case further or not
Competencies for senior level positions
Communication competency Planning and Administrative competency Teamwork competency Strategic action competency Global awareness competency Self management competency
Director PR & MA Skills & Competencies
Good understanding of goals and objectives Understanding of the role of media channels Media relations and media contacts Excellent IPC Good management and organizational skills Working with senior management Handle tasks independently Leadership quality Proficient in website development and
management
HR Skills Data Base Recruitment : identify pool of candidates
with relevant skills set Training & Development : identify
deficiencies and weaknesses among the workers and organize trainings
Succession Planning : identify employees fit for promotions to higher levels or in new openings
Personnel Specification Education Experience Age Personal attributes Skills & Competencies Salary Other KASOCs
What should a job ad contain
Requirements of the job specifications Organization’s network, reputation,
working conditions, facilities etc Location where the job holder would be
posted Compensation package and benefits Name/designation and address of the
person to who the application should be sent
Employee Turnover Loss of confidential information Delays in work Loss of quality of products Cost of training new employees New employees require time Costs of ads, verification, medical exams
etc Insecurity among existing employees