HR Planning Recruitment

Human Resource Planning and Recruitment

By Shweta Bambuwala

Human resource planning

Human resource planning is a process of identifying and then matching the human resource requirements and availability in order to determine the future HR activities of the organization on the basis of the overall organizational objective.

Characteristics • Aims at fulfilling corporate strategies and goals

• Process involving series of related activities

• Determines Long term strategies from hr perspectives

• Logical and efficient decision making

• Emphasizes both quantitative and qualitative dimensions of HR

Significance of human resource planning

• Assessing future recruitment requirements.

• Optimum utilization of available human resources.

• Developing training and retraining programmes. • Formulating compensation policies. • Determining management development programmes. • Gaining competitive advantage. • Shaping future plans and strategies.

Factors affecting human resource planning

• Strategy of the organization.

• Culture of the organization.

• Competitive and financial environment.

• Current organizational situation.

• Quantity and skill levels of human resources required.

Human resource planning process

HR forecasting—need assessment (contd.)

• The Delphi technique is basically a group-based systematic forecasting method.

• This technique does not require any face-to-face participation by the experts.

• This method aims at maximizing the benefits and

minimizing the dysfunctional aspects of group decision-making as it eliminates group dynamics and individual dominance from the process.

3. Delphi technique

4. Normal group technique

• It is an interactive mode of decision-making.

• Each expert in a group independently develops HR requirements and presents it before other experts in the group.

• Each member’s proposal is relatively graded and the top-ranked proposal is selected as the final HR forecast

5. Managerial Judgment

• The forecasting in managerial judgment is based on the managers’ subjective views on the possible human resource requirements in the future.

• Forecasts are made about the HR requirements, usually by the senior managers of the organization based on their experience.

• Types

1. Bottom up Approach

2. Top Down Approach

6. work study technique

• It aims at examining the business operations to achieve the optimum utilization of the human and physical resources available.

• The major purpose of this technique is to improve the employees’ productivity and organizational efficiency.

• This technique is normally carried out through method study and work measurement techniques.

7. zero-base forecasting

• Zero-base forecasting requires lines managers to justify the need to continue with the positions or jobs that fall vacant in their department.

• It does not consider any position as eligible for routine continuance.

• This method requires managers to conduct a comprehensive study of the utility of each vacancy before seeking replacements. This technique is derived from the widely popular concept of zero-base budgeting.

8. simulation model

• Simulation model is a mathematics-oriented, software-enabled technique.

• This model simulates the HR requirements and availability to determine the likely gap between the demand for and the supply of human resources.

• The working of the simulation model involves asking several what-if questions to develop alternatives in the forecasting process.

9.human resource allocation approach

It is a forecasting method based on Object oriented simulation model

It has four components

• Employees

• Functions

• A matching model and

• A formal rule structure

• This method allows comprehensive modelling of the interaction among these components.

• The matching model deals with the allocation of different jobs to employees.

• An organization would make HR forecasting based on the specific outcome of the matching model.

Step-4.1: HR forecasting—estimation of availability

The techniques for forecasting HR availability through internal sources are

1. Replacement charts- These are records that contain details about the currently serving employees and the possible replacements for them in their position.

Position Replacement Chart

Personnel Replacement Chart

2.Turnover rate

3.Human resource management information system (HRIS)

4. Productivity level

5. Overtime and absenteeism

6. Succession planning

Barriers to HR planning process

• Insufficient realization of the importance of HR plans.

• Glut in the Indian labour market.

• Union resistance.

• Cost–benefit misconceptions.

• Absence of coordination.

• Future uncertainty.

Recruitment

What is recruitment?

Recruitment is a search for promising job applicants to fill the vacancies that may arise in the organization.

• It is a positive act. • It involves a series of planned activities. • It helps in developing applicant pool. • It represents the first contact between

the organization and the potential employees.

• It intends to locate and reach out to potential applicants.

Factors governing recruitment policy

The internal factors are

• HR policy of the organization

• Nature of the job

• Reputation of the firm

• Conventional wisdom The external factors are •Labour market conditions •Legal provisions •Socio–economic factors

Recruitment process

The recruitment process is concerned with the procedure for the identification and classification of the potential source of human resources supply and effectively utilising those sources.

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Recruiting Yield Pyramid

5–25

Finding Internal Candidates

Hiring from Within

Job Posting

Succession Planning (HRIS)

Rehiring Former Employees

Evaluation of Internal Sources

Merits

• Career Devlopment plans to employees

• Less orientation and training

• Good motivator and moral booster

• Better utilization of skills , experience and qualifications

• Easy to induct employees in to work environment

• Economical and less time consuming

• Enhance Loyalty

Limitations

• Restriction on recruitment of diverse workforce

• May get better candidate but not the best all time

• May result in in breeding

• Can affect unity and integrity of the organization

• Difficult to infuse fresh talent and creativity

Outside Sources of Candidates

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Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Offshoring/Outsourcing

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On Demand Recruiting Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Evaluation of External Sources Merits • Enable to generate a large

pool of applications

• Org. can adopt rigorous procedure

• Composition of the applicant’s pool represent real market picture

• Help to bring in fresh talents, adopt innovation

• May enable the organization to exploit labour market

Limitations

• Existing employees may not get adequate opportunity for promotion

• Costly and time consuming

• Induction and socialization may not be smooth

• Less committed than existing employees

• Greater possibility of hiring a wrong person from external sources

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Recruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-Work Minorities and

Women

The Disabled

Recruitment practices in India

• Existing employees

• Employee referrals

• Advertising

• Private employment agencies

• Internet recruiting