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7/27/2019 Lecture 3 HR Planning&Recruitment
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Chapter 3
HR Planning and Recruitment
By
Dr. Nazrul Islam
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HR Planning and
Recruitment What is HR Planning?
Organizational Life-Cycle and HR Activities
Recruitment definition
Sources of Recruitment
Advantages and Disadvantages of different
sources
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WHAT IS HUMAN RESOURCE PLANNING?
Human Resource Planning is the process by which organizations
anticipate future staffing needs and plan programs to ensure that the
correct numberand type of employeesare available when they are needed.
Foresight is necessary to ensure the availability of qualified employees.
The tighter the labor market, the more forward planning is required to
avoid future problems.
HRP is concerned with the flow of people into, through, and out of an
organization.
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Organizational Life-Cycle Stages and HR
ActivitiesLIFE-CYCLESTAGE
STAFFING COMPENSATION
TRAININGAND
DEVELOPMENT
LABOR /EMPLOYEERELATIONS
Introduc
tion
Attract best technical and
professional talent.
Meet or exceed
labor market ratesto attract neededtalent.
Define future
skillrequirementsand beginestablishingcareer ladders.
Set basic
employee-relationsphilosophy oforganization.
Growth Recruit adequate numbersand mix of qualified workers.
Plan management succession. Manage rapid internal labormarket movements
Meet externalmarket but consider
internal equity(kindness) effects.
Establish formalcompensationstructures.
Mold effectivemanagement
team throughmanagementandorganizationaldevelopment.
Maintainlabor peace,
employeemotivation,and morale.
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Organizational Life-Cycle Stages and HRActivities (contd)
LIFE-CYCLESTAGE
STAFFING COMPENSATION
TRAINING ANDDEVELOPMENT
LABOR /EMPLOYEERELATIONS
Maturity
Encourage sufficientturnover to minimizelayoffs and provide new
openings. Encourage mobility asreorganizations shift
jobs around.
Controlcompensationcosts.
Maintain skills ofan agingworkforce.
Control labor costsand maintain laborpeace.
Improveproductivity.
Decline Plan and implementworkforce reductionsand reallocations,downsizing andoutplacement mayoccur during this stage.
Implementtighter costcontrol.
Implementretraining andcareer consultingservices.
Improveproductivity andachieve flexibility inwork rules.
Negotiate jobsecurity andemployment-adjustment policies
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Steps involved in
Manpower planning process
Step1 :job Analysis / job design - Mgt must define whatwork to be performed , how tasks to be carried out and
allocated into manageable work units (jobs)
Step 2 :job description & job specificationrefers to incumbent where a job specification with regard to
qualification and experience needed to perform a job
Step 3 : forecasting procedures:
Corporate planner has to forecast the number of people
needed for a particular job can be done by forecasting
the internal supply and external supply of the people
who can perform the job.
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Step 4 : Internal Supply of Manpower Six methods can be used to forecast the future human resource
needs viz : The Nominal Group Technique
Planning for the status quo (Status quo, literally "the statein which", is a Latin term meaning the current or existingstate of affairs)
Thumb rules Unit forecasting The Delphi Method Scenarios Computer Simulation
Steps involved inManpower planning process
http://en.wikipedia.org/wiki/List_of_Latin_phraseshttp://en.wikipedia.org/wiki/List_of_Latin_phraseshttp://en.wikipedia.org/wiki/List_of_Latin_phrases7/27/2019 Lecture 3 HR Planning&Recruitment
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The Nominal Group TechniqueA small group of 4-5 people gathers around a table. Leader
identifies judgment issue and gives participants procedural
instructions.
Participants write down all ideas that occur to them, keeping
their lists private at this point. Creativity is encouraged during
this phase.
Leader asks each participant to present ideas and writes them
on a blackboard, continuing until all ideas have been recorded.
Participants discuss each others ideas, clarifying, expanding,
and evaluating them as a group.
Participants rank ideas privately in their own personal order and
preference.
The idea that ranks highest among the participants is adopted
as the groups judgment.
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Planning for the status quo Planning involves steps to replace any
employees who are either promoted or who
leave the firm.An example is Management successionplanning which seeks to ensure that there isat least one qualified manager to replace any
higher level manager in the organization
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Thumb rules This is on the basis of firms beliefs with regard to
forecasting Human resource needs
For example, one firm believes that a ratio of oneproduction supervisor for every 12 producers(Workmen) is optimal . This firm maintains this 1:12ratio because it has proved successful in the past.
Another thumb rule is based on past experience thatone person can produce 2000 units of output perday and accordingly 5 employees needed for 10,000units as a matter of forecast
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Unit forecasting This refers to the estimate of supervisors
and managers with regard to forecasting
Human resource needs for the next yearunit wise this approach is called as
Bottom up approach to forecasting asthe judgment are made by lower level
management and added together at ahigher level of the organization.
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The Delphi Method This method relies on Expert opinion in
making long range forecasts this involves
obtaining independent judgments from apanel of experts usually through aquestionnaire or interview schedule oncertain issue affecting the nature and
magnitude of demand for an organizationsproducts and services
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The Delphi TechniqueLeader identifies judgment issues and develops questionnaire.
Prospective participants are identified and asked to cooperate.
Leaders send questionnaire to willing participants, who record
their judgments and recommendations and return the
questionnaire.
Leaders compiles summaries and reproduces participantsresponses.
Leader sends the compiled list of judgment to all participants.
Participants comment on each others ideas and propose a final
judgment.
Leader looks
for consensus
Leader accepts consensus judgment as groups choice.
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Scenario These are all descriptive scenes allowing planners to
consider several factors in combination to forecasthuman resource needs for each set of circumstances
For example, one scenario might assume
environmental conditions in the next of three yearsto include a recession, the entrance of a newcompetitor in to a companys major market, andtechnological advances requiring some modificationsin the production. Using this method, forecasts could
be made for meeting human resource needs of eachset of circumstances as portrayed in the separatescenarios this is useful in making mid - to longrange forecasts of Human resource needs
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Computer Simulation
This is one of the most sophisticated methodsof forecasting human resource needs Acomputer is a mathematical representation of
major organizational processes, policies andhuman resource movement throughorganization computer simulations areuseful in forecasting for human resources by
pinpointing any combination of organizationaland environmental variables.
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Demand for Manpower
Market Demand Assess Manpower Supply Labour Market
Corporate
objectives
ExistingPotential
Manpower Estimate
Recruitment
Plans
Training PlansPromotion
Success Plan
Pay productivity
Plans
Retirement
Redundant plans
Periodic reviews
Process flowchart depicting forecast on manpower planning
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Determining the Relationship BetweenHospital Size and Number of Nurses
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Recruitment Defined
Recruitment
The process of generating a pool of
qualified applicants for organizationaljobs. Recruiting brings together thosewith jobs to fill and those seeking jobs.
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Recruiting Goals To provide information that will attract
a significant pool of qualified
candidates and discourage unqualifiedones from applying.
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Recruiting Goals
Factors that affect recruiting efforts
Organizational size
Employment conditions in the area Working conditions, salary and
benefits offered
Organizational growth or decline
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Recruiting Goals
Constraints on recruiting efforts Organization image
Job attractiveness Internal organizational policies
Government influence, such asdiscrimination laws
Recruiting costs
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Recruiting: A GlobalPerspective
Host-country nat ionals(HCNs) aretargeted as recruits when companies wanteach foreign subsidiary to have its owndistinct national identity.
In some countries, laws control how manyexpatriates a corporation can send.
HCNs minimize potential problems withlanguage, family adjustment and hostilepolitical environments.
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Recruiting: A GlobalPerspective
Recruiting regardless of
nationality may develop an
executive cadre with a trulyglobal perspective.
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Recruiting Sources
Internal Searches
Job Posting and Rehiring Former Employees
Employee Referrals/ Recommendations
External Searches
Alternatives
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Advantages and Disadvantages ofInternal Searches
Advantages
Foreknowledge (priorknowledge) of candidatesstrengths and weaknesses
More accurate view ofcandidates skills
Candidates have astronger commitment tothe company
Increases employeemorale
Less training andorientation required
Disadvantages
Failed applicants becomediscontented/dissatisfied
Time wasted interviewinginside candidates who willnot be considered
Inbreeding (in front) ofthe status quo (statusbecomes very important
to the incumbent).
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Recruiting Sources
Employee referrals/recommendations
Current employees can be asked to recommend recruits.
Advantagesinclude: the employees motivation to make a good
recommendation
the availability of accurate job information for the
recruit Employee referrals tend to be more acceptable
applicants, to be more likely to accept an offer and to
have a higher survival rate.
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Recruiting Sources
Employee referrals/recommendations
Disadvantagesinclude:
the possibility of friendship beingconfused with job performance
the potential for nepotism
the potential for adverse impact
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External Recruiting Sources
Employment Agenciesand Search Firms
College andUniversityRecruiting
High Schools andTechnical Schools
LaborUnions
External
Recruiting
Sources
Media Sourcesand Job Fairs
CompetitiveSources/Competitors
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Recruiting Sources
External searches
Schoo ls, co l leges, and
universi t ies:
May provide entry-level or
experienced workers through
their placement services. May also help companies
establish cooperative education
assignments and internships.
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Recruiting SourcesExternal searches
Unsol ic i ted app l icants (Walk- ins ):May provide a stockpile of prospective
applicants if there are no currentopenings.
Cyberspace Recrui t ing: Nearly fourout of five companies use the Internet
to recruit employees. Commercial job-posting services continue to grow.
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External Recruiting Sources (contd)
Advertising
The Media: selection of the best medium depends on thepositions for which the firm is recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Constructing an effective ad
Wording related to job interest factors should evoke (induce)
the applicants attention, interest, desire, and action (AIDA)and create a positive impression of the firm.
AIDA: attention, interest, desire, and action
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What to Include in an EffectiveRecruiting Ad
Information on
the Job and
Process ofApplication
Job title and responsibilities
Location of job
Starting pay range
Closing date for application
Whether or not to submit a resume and cover letter
Where to mail application or resume
CandidatesDesired
Qualifications
Years of experience
Three to five key characteristics of successful candidates
Information on
the Organization
What type of organization?
Is it its primary business?
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Recruiting Sources: External
Emp loyment agenc ies:
Management consulting, executivesearch or headhunter firms specialize inexecutive placement and hard-to-fillpositions.
Have nationwide contacts
Do thorough investigations of candidates
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Recruiting Sources
External searches
Unsol ic i ted app l icants (Walk- ins ):May provide a stockpile of prospectiveapplicants if there are no currentopenings.
Cyberspace Recrui t ing: Nearly fourout of five companies use the Internetto recruit employees. Commercial job-
posting services continue to grow.
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Recruiting SourcesRecruitment alternatives
Tempo rary help services.
Temporary employeeshelp organizations meet
short-term fluctuations in HRM needs. Older workers can also provide high quality
temporary help.
Emp loyee leasing.
Trained workers are employed by a leasingcompany, which provides them to employers whenneeded for a flat fee.
Typically remain with an organization for longerperiods of time.
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Recruiting Sources
Recruitment alternatives
Independent contractors
Do specific work either on or off the
companys premises.
Costs of regular employees (i.e. taxes
and benefits costs) are not incurred.
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Meeting the Organization
View getting a job as your job at the moment.
Preparing Your Resume
Use quality paper and easy to read type. Proofread carefully.
Include volunteer experience.
Use typical job description phraseology.
Use a cover letter to highlight your greatest
strengths.
Dont forget about networking as an excellent
way of gaining access to an organization.
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