Human Resource Planning

Nile Hilton Hotel

Year start Meeting 8th Jan 2006

2005 Xerox Corporation Xerox is a copyright of Xerox Corporation. All rights reserved.

Human Resource Planning

TEAM
Aya Ahmed
Rania Fuad
Alina Mitru
Mohamed Essa

2005 Xerox Corporation Xerox is a copyright of Xerox Corporation. All rights reserved.

Agenda

Introduction
HR Scorecard
Man Power planning
Job analysis
Job description & specification
Recruitment & sourcing
Selection, Hiring

Introduction :

Employees are the human resources, as opposed to capital and equipment

resources, in a company. Human resources (HR) departments are
responsible for all polices and activities that impact employees. The HR
department is a crucial area of business success, as talented employees
are a company's most important asset and greatest competitive advantage.
Thus, HR executives are tasked with developing strategies that ensure
employees contribute to the company's success.
This is a difficult challenge, given that they must also increase efficiencies
and reduce operational costs while administering a mountain of
recordkeeping. HR departments are responsible for the following tasks:
Evaluating, creating and administering compensation and benefits
programs
Training and professional development
Employee manuals
Time and attendance

* Planning and measuring HR *

SYSTEM

Whatever is the size of one business should always have

a strategic planning.
Strategic planning
means identify the company goals and objectives and
communicate this goals to the organization's
constituents. This develop a sense of ownership of the
plan and have important value in building a consensus
about where an organization is going.

Importance of HR planning

Producing efficiency and effectiveness

Bridging staff and board of directors
Building strong teams in the board and staff
Providing the glue that keeps the board together
Ensuring a great satisfaction among planners
Identifying the quality and quantity of HR, the supply and
demand, eliminate the gap between the last two.
Increasing productivity and solving major problems
Implementing the company's policies

HR planning means to develop a four

steps process
1.The first step is to develop a strategy planning
organization's mission, vision and values.

The mission
increase the profit
satisfy the partners
finding new customers
developing quality products and tools
eliminate the non-profitable measures.
The 2006's mission is
You Must Be A STAR
S - Speed
T - Team
A - Approach
R - Results
Reaching new heights

which match with the

The vision
Build, create the environment& culture that attracts, retains, breeds the
present and future leaders, expertise &innovators

The values
Core values :

Reward

Resourcing

Development

Employee relations

Priorities :

Improve Customer Experience

Grow Revenue.
Improve Profitability & cash flow.
Create a great employee experience
Live our Values.

2.The second step is predicting demand for HR

Change from 1 tire to 2 tire

Decrease costs
Vacant jobs
Train on new equipment

3.The third step is determining HR supply available

DAP development action plan

improve the skills of employees
list with employees needs
analyze and choose the common needs
XVLE, Xerox virtual learning education , e-learning, e-training
appraisal at the end of the year in developing the employees skills
replacement charts

4. The last step is formulating the plans for action :

decisions with a shortage of employees :
selection , overtime , recruitment
Purpose :
To define Xerox Head quarters procedure for recruitment of permanent /
temporary employees.

Xerox Methods of Recruitment

Job posting
inside moonlighting
media advertisement
recruitment agencies
e-recruiting
interviews.

An HR scorecard

Is aligned with the strategic plan of the company

Provides focus, accountability and prioritization to all HR
initiatives
Is used to determine the individual performance
expectations of HR staff members and line management
Is used by the entire organization, not just HR
Identifies the role employees outside of HR play to impact
results.

Job Analysis

Job Analysis is: the procedure through which you determine the duties of
positions and the characteristics of people to hire for them.
Use of Job Analysis Information
Job Analysis

Job Description and

Job Specification

Recruiting &
Selection Decisions

Performance
Appraisal

Job EvaluationSalary Decisions

Training
Requirements

Job Analysis Process

Step 1: Reason for
the job analysis:
Job Description or
Analysis
or Compensation.

Step 2: Review
back ground
information like
organization charts
and process charts.

Step 3: Select
representative
positions.

Step 4: Collect job

data like job
activities, required
behaviour, working
conditions & human
traits.

Step 5: Confirm
analysis
information with
person performing
the job.

Step 6: Develop a
job description and
job specification.


1.
2.
3.
4.

Methods of Collecting Job Analysis Information

Interviews
Questionnaires
Observations
Diary Logs

Our company mainly uses interviews for identifying job responsibilities.

Interview Guidelines:

1.

2.
3.

4.

5.

The Job Analyst & Supervisor should work together to identify which
employees know their job best.
Establish rapport with interviewee.
Follow a structured Guidelines or Checklist that lists questions and
leaves space for answers.
When duties are not performed in a regular manner, ask employee to list
his duties in order of importance.
Review and verify the data after the interview.

Example of Job Analysis

Questionnaire:
Ex1

Job Analysis Information Sheet

Job Title: ______________________________________ Date: ____________________
Job Grade: ___________________________ Dept: ______________________________
Supervisor's Title: ________________________________________________________
Hours worked: _____________ AM to:______________ PM
Employee's Name: ________________________________________________________
1. What is the job's overall purpose?
_____________________________________________________________________
2. Kindly list the number of subordinates you supervise list their job title.
_____________________________________________________________________
3.

Check

the activities that are part of the employee's supervisory duties:

Training
Performance Appraisals
Inspecting work
Budgeting
Coach and/or counselling
Others (please specify)_________________________________________

4.

Describe the type and extent of supervision received by the

employee._________________________________________________________

5.

JOB DUTIES: Describe the duties of your current job as following:

A. Daily
duties:_______________________________________________
____________________________________________________
B. Main
Duties:______________________________________________
____________________________________________________
C. Periodic
Duties:______________________________________________
____________________________________________________
D. Duties performed at irregular
intervals:_____________________________________________
____________________________________________________

6.

Are you performing duties that you see as unnecessary? If so, please
describe:__________________________________________________________
_________________________________________________________________

Job Specifications

Job Specifications answers the question of "What

human traits and experience are required to do this job
well? It shows what kind of person to recruit and for
what qualities that person should be tested.

Our company's job specifications include:

1.
2.
3.

Required Knowledge for a certain position

Required Skills for a certain position
Required Mental Abilities for this position

Example of a detailed Job Specification for

the Sales Manager position in our
company:

Job Description

1.
2.
3.
4.

There is no standard format for writing a job description.

However, most descriptions contain sections that cover:
Job Identification
Job's Purpose
Responsibilities and Duties
Job Specifications

Example of the job description of the Sales

Manager in the company:

Xerox Egypt Recruitment & Process

Recruitment Definition:
The process of discovering potential candidates for
organization vacancies, it requires forecasting and and
comparing labor supply and demand.

Labor Supply:availability of workers with the needed skills

in the organization( internal labor marker)
outside the organization( external labor market)
Labor demand: number of workers an organization needs.

SCOPE

All vacancies for permanent & temporary job.

Xerox Methods of Recruitment

Xerox Egypt use both Internal & External recruiting but when no internal
candidate exist from the job posting, determine the appropriate
advertising media & advertise the position externally as appropriate

Pre-Internal Activity to initiate the recruitment process:

Raise staff requisition which records the reason for the vacant position
& Summary of the key attributes sought against which recruitment
decision will be made & ensure a clear job description exists prior to
recruitment & if the position has been formally evaluated, prepare a job
description.

Recruitment & sourcing

Purpose:
To decrease the selection ratio( number of opening divided by number of
applicants)
A lower SR( more applicants per opening) is desirable because the lower
SR, the higher the average performance.
To lower SR, have two options:

Increase recruitment
Decrease the number of opening

Recruitment & sourcing

Internal VS external:

Moral:Internal builds morale, external creates resentment

Learning Curve: Internal candidates already familiar with organization,

external not.
Knowledge of candidates: internal candidates are better known
Skills: Internal perpetuates old ways of doing things are perpetuated;
external brings new ideas, connections. External candidates may have
more skills than internal candidates.
Expense: Internal less costly than external.

Recruitment & sourcing

Other things to keep in mind regarding recruitment methods:

Need to do more to attract applicant in tight labor marker, ways to

attract:
Friendly recruitment: applicants assure positive things about the organization when recruiter is
friendly and as a result are more attracted to the organization.
Additional company perks, benefits
Sign on bonuses

Method must match market (e.g., dont go to state employment

office for high education positions; advertise in appropriate media
that the type of candidate you are seeking reads)
Methods differ in effectiveness in terms of quality of applicants and
quantity of applicants.

Recruitment & sourcing

Methods have hidden costs (e.g., time of recruitment committee).

Affirmative Action in recruiting: Actively recruit minorities and women
because they tend to respond only to active recruit efforts (probably
due to past experiences of discrimination).

Recruitment & sourcing

Methods of Recruitment used: Referrals and e-recruitment

Referrals: Asking employees in the similar position to find suitable

candidates.
Job Posting: Using the Job description and job specification to extract
the data to be used in the job posting. This data includes a job summary
for that position and the mandatory specifications that should exist in the
person taking up this position.

Selection

The second major step involved in managing human resources for the
organization is selection _ choosing an individual to hire from all those
who have been recruited . Hence , selection is dependent on and follows
recruitment . The cartoon below light- heartedly illustrates the
importance of selecting the right people for an organization.

The selection process typically is represented as a series of stages

through which prospective employees must pass to be hired. Each stage
reduces the total group of prospective employees until,finaly,one
individual is hired . figure 11.6 lists the specific stages of the selection
process, indicates reasons for eliminating prospective employees at
each stage , and illustrates how the group of potential employees is
narrowed down to the individual who ultimately becomes the employee .
Two tools often used in the selection process are testing and
assessment centers.

Stages of the selection

process :
Preliminary screening from records , data
.sheets , etc
.Preliminary interview
Intelligence tests
Aptitude tests
Personality tests
Performance references
Diagnostic interview
Physical examination
Personal judgment

Interviews
Interviews are extremely important in the selection process
because of the information exchange they allow.
It is a time when both the job applicant and potential
employer can learn a lot about one another.
However, interviews are also recognized as potential
stumbling blocks in the selection process .
sometimes interviewers ask the wrong things, sometimes
they talk too much , sometimes the wrong people do the
interviewing , and other times the interviewer falls prey to
personal biases and makes a judgement that fails to fully
consider the applicant's capabilities.

Employment tests :
Testing is often used in the screening of job applicants . Some common
employment tests are designed to identify intelligence, aptitudes,
personality, and interests.
Whenever tests are used and in whatever forms , however , the goal
should be to gather information that will help predict the applicant's
eventual performance success.
Like any selection device , an employment test should meet the criterion
of validity and measure exactly what it intends to reative to the job
specification_ for example , written communication skills or manual
dexterity. It should also meet the criterion of reliability by yielding
approximately the same results over time if taken by the same person .
Any employment test used in the selection process , furthermore ,
should be legally defensible on the grounds that it actually measures an
ability required to perform the job .

New developments in testing extend the process into actual

demonstrations of job_relevant skills and personal characteristics
.An assessment center evaluates a person's otential by dialy
work .
computerized testing is becoming more common today , aided
by specialized software that includes interactive and multi_media
approaches .
such computerized tests often ask the applicant to indicate how
he or she would respond to a series of job_relevant situations.
Another form of this testing approach is work sampling , which
directly assesses a person's performance on a set of tasks that
directly those required in the job under consideration . Here ,
applicants are asked to work on actual job tasks while being
graded by observers on their performance.

Reference and Background Checks :

Reference checks are inquiries to previous employers ,
academic advisors , coworkers , and/or acquaintances
regarding the qualifications , experience , and past work
records of a job applicant .
Although they may be biased of friends are prearranged " to
say the right things if called " , reference checks can be
helpful . They can reveal important information on the
applicant that was not discovered elsewhere in the selection
process .
The Society for Human Resources Management (SHRM) , for
example , estimates that 25 percent of job applications and
resumes contain errors . The references given by a job
applicant can also add credibility to an application if they
include a legitimate and even prestigious list of persons .

Physical Examinations :
Many organizations sak job applicants to take a physical
examination .
This health check helps ensure that person is physically
capable of fulfilling job requirements .
It may also be used as a basis for enrolling the applicant in
tealth-related fringe benefits such as life , health , and
disability insurance programs .
A recent and controversial development in this area is the
emerging use of grug testing . This has become part of
preemployment health screening and a basis for continued
employment at some organizations .
At a minimum , care must be exercised that any required
test is job relevant and dose not discriminate in any way
against the applicant .

Final decisions to Hire or Reject :

The best selection decisions are most likely to be those involving

extensive consultation among the manager or team leader , potential
coworkers , and human resource staff. Importantly , the emphasis in
selection must always be comprehensive and focus on all aspects of the
person's capacity to perform in a given job .
After all , the selection decision poses major consequences for
organizational perfoemance and for the internal environment or work
climate . Just as a " good fit " can produce long term advantage , a " bad
fit " can be the source of many and perhaps long term problems .
sometimes the people who know this lesson best are those that run
small businesses . Says one dairy store owner who knew the importance
of customer service in retail sales , " If applicants have a good attitude
, we can do the rest but if they have a bad attitude to start with ,
everything we do seems to fail.

Thank You
Questions