Planning for and Recruiting Human Resources

The Process of Human Resource Planning Recruiting Human Resources Recruitment Sources Recruiter Traits and Behaviors

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Human Resource Planning

Figure 5.1

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Introduction
Human

resource planning is a process by which an organization ensures that it has the right number and kinds of people at the right place at the right time capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

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10.3

1. Determine future needs

2. Determine future turnover

Steps Involved in Strategic Human Resources Planning

4. Offer training and development

3. Recruit, hire, or layoff as necessary 2-4

HUMAN RESOURCE PLANNING

The development of a comprehensive staffing strategy for meeting the organizations current & future human resource needs.
An effort to anticipate future business and environmental demands upon and organization and to provide personnel to fulfill that business and satisfy that demand.

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HR Planning Process
HR

Strategies The means used to anticipate and manage the supply of and demand for human resources.
Provide overall direction in which HR activities will be developed and managed. Overall

Strategic Plan

Human Resources Strategic Plan

HR Activities
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Linking Organizational Strategy to Human Resource Planning

Assessing current

human resources

Succession planning
includes the development of replacement charts portray middle-to-upper level management positions that may become vacant in the near future lists information about individuals who might qualify to fill the positions

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Linking Organizational Strategy to Human Resource Planning

Predicting

the Future Labor Supply

Decreases in internal supply come about through:

Retirements Dismissals Transfers-out Lay-offs Voluntary quits Sabbaticals Prolonged illnesses Deaths

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Linking Organizational Strategy to Human Resource Planning

Retirements are the easiest to forecast. Other factors are much more difficult to project. Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.

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Linking Organizational Strategy to Human Resource Planning

Where

Will We Find Workers

migration into a community recent graduates individuals returning from military service increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time
The

potential labor supply can be expanded by formal or on-the-job training.

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Linking Organizational Strategy to Human Resource Planning

Matching

Labor Demand and Supply

Employment planning compares forecasts for demand and supply of workers. Special attention should be paid to current and future shortages and overstaffing. Decruitment or downsizing may be used to reduce supply and balance demand. Rightsizing involves linking staffing levels to organizational goals.

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Linking Organizational Strategy to Human Resource Planning

Employment Planning and the Strategic Planning Process

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Estimating Internal Labor Supply

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Elements of Effective HR Planning

3. Implement Plans to Balance Supply and Demand 2. Forecast Future Internal/External Candidates (Supply)

1. Forecast Future HR Needs (Demand)

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Forecasting Future HR Needs (Demand)

Forecasting based on: projected turnover quality and nature of employees relative to needs decisions regarding product quality and new markets plans for technological and administrative change to increase productivity and reduce headcount financial resources available

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Forecasting Future HR Supply:

Markov Analysis tracking the pattern of employee movements through various jobs and developing a transitional probability matrix

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Forecasting Future HR Supply

Skills/Management Inventories summary of each employees education, experience, interests, skills for managers, also includes managerial responsibilities, duties in current/previous positions, management training

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Forecasting Future HR Supply

Replacement Charts/Summaries visual representations of likely internal replacement employees for each position, including age, present performance rating, promotability status replacement summaries also list relative strengths and weaknesses, current position

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Forecasting Future HR Supply

Succession Planning analyze demand for managers/professionals audit existing executives, project future supply individual career planning/career counselling accelerated promotions performance-related training and development planned strategic recruitment

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Forecasting Future HR Supply

External Candidates
general

economic conditions national labour market conditions local labour market conditions occupational market conditions

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Balancing Supply and Demand

Dealing with a Labour Surplus hiring freeze attrition early retirement buyout programs reducing hours (job sharing, work sharing, reduced workweek) layoffs; supplemental unemployment benefits termination with severance package

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Balancing Supply and Demand

Dealing with a Labour Shortage overtime hiring temporary employees subcontracting work external recruitment transfers promotions

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Balancing Supply and Demand

Flexible Work Arrangements sought by younger workers to achieve work-life balance sought by older workers to bridge to retirement also assists in meeting customer needs

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Developing and Using a Strategic HR Plan

Issues

in Matching the Supply of Labor with the Demand for Labor

Succession Planning Managing a Human Resources Surplus Outplacement Services HR Planning in Mergers and Acquisitions

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 Workforce

Managing a Human Resources Surplus

Realignment
Downsizing, Rightsizing, and Reduction in Force (RIF) all mean reducing the number of employees in an organization. Causes

Economicweak product demand, loss of market share to competitors Structuraltechnological change, mergers and acquisitions

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Managing a Human Resource Surplus (contd)

Downsizing

Approaches Attrition and hiring freezes

Not replacing departing employees and not hiring new employees Early retirement buyouts offer incentives to encourage senior employees to leave the organization early.

Voluntary Separation Programs

Layoffs
Employees are placed on unpaid leave until called back to work when business conditions improve. Employees are selected for layoff on the basis of their seniority or performance or a combination of both.

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Placement
Person-job

Fit

Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilitiesTDRs).

KSAs = TDRs = Job Success?

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What is a Job?
Job

A group of related activities and duties Position The different duties and responsibilities performed by only one employee Job Family A group of individual jobs with similar characteristics

Job

Job

Job

Job

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Person/Job Fit

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Approaches to Understanding Jobs

1. 2.

3.
4.

Workflow analysis Job design Job analysis Job descriptions and job specifications

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Workflow Analysis
Workflow

Analysis

A study of the way work (inputs, activities, and outputs) moves through an organization.
Activities Tasks and Jobs Outputs Goods and Services

Inputs People Materials Equipment

Evaluation

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Job Design
Organizing tasks, duties, and responsibilities into a productive unit of work.
Job Design

Job Performance

Job Satisfaction

Physical and Mental Health

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Job Analysis
Job

Analysis is a systematic exploration of the activities within a job. It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.

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Job Analysis
Goal

Determine the duties and responsibilities of a particular job Determine how the job relates to other jobs and the level of importance of the job Determine the necessary qualifications in order to perform the job Determine the working conditions associated with the job.

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Uses of Job Analysis Information

Compensation

and job evaluation Recruitment and selection HR planning Training and Development Performance Appraisals

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Job Analysis: What is Analyzed?

Work

activities Schedule Location Materials used Job performance Skills and training Supervision, promotions Products, services

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Job Analysis: The Big Picture

The relationships among job analysis, planning, recruitment and selection Job Analysis Recruitment Nature and requirements of specific jobs
Pool of Qualified Applicants

HR Planning

Number of specific jobs to be filled

Selection
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Job Analysis Methods:How do you collect the information?

Interviews

Structured
Direct

Questionnaire

Observation / Work Diaries

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Logbooks

Interviews
Most

commonly used method very adaptable Usually conducted with job incumbents technical experts supervisors Questions like: what are your most typical duties? How long do they take? How do you do them? Caution: people may misrepresent/exaggerate job

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Outcomes of Job Analyses

Job

Description written statement of a job and its requirements(tasks to perform) Job Specification written statement of the necessary qualifications of the job incumbent Education Experience Specialized training Personal Traits Manual dexterity
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Determining Job Requirements

Nature of:
Job Analysis
What employee does Why employee does it How employee does it Determining job requirements

Basis for:

Job Description
Summary statement of the job List of essential functions of the job Employee orientation Employee instruction Disciplinary action

Job Specification
Personal qualifications required in terms of skills, education and experience Recruitment Selection Development
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WHAT JOBS SHOULD BE ANALYZED FIRST?

Jobs

where adverse impact in hiring has occurred Entry-level jobs Jobs whose content has changed Jobs with incumbents having poor performance or high turnover

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Job Analysis
Job

Descriptions Written statement of what jobholder does, how it is done, under what conditions and why. Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities. Used to describe the job to applicants, to guide new employees, and to evaluate employees. Identification of essential job functions is needed to assure compliance with Americans with Disabilities Act.

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Key Elements of a Job Description

Job

Title Indicates job duties and organizational level Job Identification Distinguishes job from all other jobs Essential Functions (Job Duties) Indicate responsibilities entailed and results to be accomplished Job Specifications Skills required to perform the job and physical demands of the job

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Job Analysis
Job

Specifications

States minimum acceptable qualifications. Used to select employees who have the essential qualifications.

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Job Analysis
Job

Evaluations

Specify relative value of each job in the organization. Used to design equitable compensation program.

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Nature of Job Design

Job

Enlargement Broadening the scope of a job by expanding the number of different tasks to be performed. Job Enrichment Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job. Job Rotation The process of shifting a person from job to job.

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Specialized to Enlarged Jobs

Job

Enlargement = same-level activities Job Rotation = moving from one job to another Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition

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