GROUP MEMBERS: 1- M.

FAHAD 2-SHAHZEB RAFIQ 3- BUSHRA

HR planning is to make predictions of future needs of the organization according to the organization goals and develop action plans for meeting the needs in the future. HR Planning is part of the organizations strategic planning. The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing assigned tasks.

 Types

of HR Planning:

Long-term plan: 5years and above. Mid-term plan: 2 to 4 years. Short-term plan: 1 year.

Features

of HR planning:

Consistency: consistent to organization goals. Continuity: between long-term, mid-term and short-term. Flexibility: adapting according to change. Accuracy: be as close as possible to reality.

A. What to predict

Quantity of employees needed in the future. How many people do we need? Quality of employees needed in the future. What will be the requirement of people? Skill variety and managerial development. What kind of skills and managerial expertise do we need?

Method of internal Prediction Bottom-up To make predictions of future needs through the hierarchical structure of the organization. Trend Analysis/Ratio Analysis: To study a factor that affects employment over time and make prediction on that basis. Multiple Factor Analysis: To study a number of factors that affect HR changes in the organization in the past 5 to 10years.
B.

Internal supply analysis Personnel files:

C.

Personnel files are records of the employees education, training, performance, promotion, etc.
Job

posting: publicize the open job to employees and list its attributes like qualifications, working schedule and pay rate. Succession planning: To identify candidates for managerial positions.

A.
B. C. D. E.

Labor market. Employment service agencies. Schools and colleges. Referrals and walk-ins. Internet.

 Overtime:

for cyclical or short-term needs. Job rotation: balance needs of different sectors and develop managerial talents. Training and development: for long-term needs. Reemployment: employ retired employees or extend their time of services. Recruiting temporary workers: for seasonal jobs. External recruitment: for needs that cannot be satisfied internally.

 Job

rotation: to move surplus labor internally. Off-job training: to prepare for future needs. Expand production: to make use of surplus workforce. Reduce working time/job sharing; to improve quality of work life. Layoff: to ask employees to leave temporarily. Early retirement: to allow employees retire earlier. Vocational training: to prepare employees for new jobs.

In developing action plans, we need to consider the following factors: Organization goals and social commitment. Employee motivation and loyalty. Cost and benefits.

Environmental constraints
Identification and selection of competent employees

Human resource planning

Recruitment

Selection

Decruitment

Orientation

Training

Adapted and competent employees with up-to-date skills and knowledge

Performance Appraisal

Career Development

Compensation and benefits

Satisfactory industrial relations

Competent and highperforming employees who are capable of sustaining this high performance over the long term

Environmental constraints

Recruiting is the process of discover the potential applicant for actual or anticipated organizational vacancies. It is also the process of searching for prospective employees and stimulating them to apply for the job in the organization. THE RIGHT MAN IN THE RIGHT PLACE AT THE RIGHT TIME Recruiting is to build an applicants pool for future needs.

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

 What

to measure and how to measure

How many qualified applicants were attracted from each recruitment source?

Assessing both the quantity and the quality of the applicants produced by a source.

High

performance recruiting

Applying best-practices management techniques to recruiting.

Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.

RECRUITMENT AROUND THE

Definition Recruitment is the process of finding and attracting capable applicants for employment.

Recruitment sources: Competitors Make a list of people you want to hire and when the right moment comes hire them. David Oglivy "If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, we shall become a company of giants." David Oglivy

Recruitment sources: Garbage can (Direct Applications)

Recruitment sources: Outdoor (Roadside Billboards) & Transit (posters on buses & subway

Recruitment sources: Professional & Trade Associations

Recruitment sources: Newspapers & Magazines

Recruitment sources: Campus Recruitment

Recruitment sources: Radio

Recruitment sources: Consultants

Recruitment sources: Promotions

Recruitment sources: Employee Referrals

Recruitment sources: Recruitment by Internet (Applicants Provider Websites)

Recruitment sources: Direct Mail campaign

Recruitment sources: Gate Hiring

Recruitment sources: Job Fairs

Recruitment sources: Transfers

Recruitment sources: Employment Exchange

You can buy a mans time, you can buy a mans physical presence at a given place; you can even buy a measured number of skilled muscular motions per hour or day; but you cannot buy enthusiasm, you cannot buy initiative; you cannot buy loyalty; you cannot buy devotion of hearts, minds and souls. You have to earn these things.

Mr. Clarence Francis Chairman- General foods

A. Develop recruiting plans and standards.

Recruiting plans: what kind of workers and how many? Standards: basic requirement for the job posted.

B. Conduct advertising and promoting:

Advertising: let the public know your needs. Promoting: let the public know your image.

C. Conduct recruiting. D. Evaluate the results of recruiting: cost/benefits.

INTERNAL

ADVANTAGES

ADVANTAGES May introduce different

EXTERNAL

Cheaper than external recruitment Provides a worker whose strengths and weaknesses are already known Ensures continuity of employment Promotes loyalty to the organisation Builds morals

perspectives and varied

experiences to rejuvenate an organisation May be cheaper than training a professional May help avoid political appointments in the organisation

Motivates employees to achieve better performance

Thank YOU