The planning processes of most organizations define what will be accomplished within a given time frame, along with the numbers and types of human resources that will be needed to achieve the defined business goals.

The process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives. It is a process that identifies current and future human resources needs for an organization to achieve it goals.

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HR planning is becoming a vital organizational element for maintaining a competitive advantage and reducing employee turnover.

Human resource planning is basically a process of identifying the right person for the right job at the right time and at the right cost.

A plan is made either to develop necessary competencies from within the organization, or hire new people who have them. The plans and strategies for fulfilling Human Resource needs are continually evaluated and improved.

HR planning must be tied to the overall business plan. You can start the process by assessing the current conditions and future goals of the company:What are the company’s goals and objectives? Do these goals call for expansion into new markets? Are new product lines planned? Are changes in technology necessary to stay competitive? Will new skills and/or training be required to meet the company’s goals and objectives?

HR planning aims at fulfilling corporate strategies and goals through effective utilization of human resources. As such, it is effectively aligned with the business strategies of the organization.

It is not a solitary act; rather, it is a process involving a series of related activities carried out on a continuous basis.

It not only meets the short-term HR requirements of an organization but also determines its long-term strategies and future directions from the HR perspective.

It is a logical and efficient decision-making activity involving systematic analysis of data gathered in a scientific manner.

the strategy of the organization the culture of the organization the competitive and financial

environment the current organizational situation and the need for human resources

including skills levels and quality.

Considering organizational objectives and strategies: The organizational strategy along with the vision and mission statement clearly expresses the future intent of the organization. The examination of organizational strategy would provide a clear indication about the future HR requirements of the firm.

Scanning the external environment: To identify changes. It helps in analyzing the impact of these changes on the organizational present and future activities. Factors to consider:

1. Economic situation (when a country has an economic boom, organizations usually engage in massive hiring)

2. Legislative measures (labor and industrial laws, government rules and regulations on the HR practices)

3. Labor market scenario (extent of competition in the labor market and recruitment strategy of rival organizations affect the HR plans of the organization)

4. Technological advancements

Preparation of an in-house skill and competency inventory: The organization must assess the present strength of its labor force by preparing a skill inventory which is the collection of skills, competencies and qualifications of the entire workforce. Its preparation may involve the determination of the sum of the employees’ experience, knowledge, education, and skill levels.

HR forecasting—need assessment: The HR plans depends on the accuracy of the HR forecasts that are needed to implement the organizational strategies. These forecasts involve estimating the future requirements of the organization in terms of the nature and the number of people. The information gathered through external environment scanning and internal skill assessments are used to predict the future HR requirements of the organization.

HR forecasting—estimation of availability: Once the human resource requirements of the organization are assessed, the next critical process is the estimation of the availability of the required number of employees. Through supply forecasting (the process of estimating availability of human resource followed after demand for testing of human resources) an organization gets a fairly good idea about the availability of employees with the necessary KSA (Knowledge/Skills/Abilities).

Two prominent sources to meet their recruitments: Internal

and external.

Internal supply of employees: Techniques that affect HR forecastingReplacement ChartsTurnover rateHuman Resource Management Information System (HRIS)Productivity levelAbsenteeismSuccession PlanningExternal supply: External sources for HR availability

Developing HR plans and programs: The estimated HR needs are matched with the estimated HR availability to identify the skill shortage or surplus. The outcome will be either the recruitment of more employees of the reduction of the existing workforce.

In case of HR shortage: Recruitment and selection, training and development, and placement of employees.

In case of HR surplus: hiring freeze, downsizing, voluntary retirement schemes, reduced working hours a day.

What do you think are the benefits of HR planning?

What is recruitment? What does is involve?

The primary task of human resource management is to choose the right person for the right job.

Recruitment provides the first contact for an organization with its potential employees. It is the process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization.

PLANNEDthe needs arising from changes in organization and retirement policy.

ANTICIPATEDAnticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTEDResignation, deaths, accidents, illnesses give rise to unexpected needs.

Form Selection CommitteeSelection committees generally consist of a minimum of

two members but not more than four persons, including the chairperson. Members of a selection committee should be chosen on the basis of their objectivity, professionalism and ability to exercise good judgment in selecting the most suitable person for the job vacancy.

Review Position Description: Before advertising the job vacancy, members of the selection panel should review the position description for the job. If there is not a position description available, one must be prepared before the selection process can continue.

Advertise: A job vacancy may be advertised in a variety of ways including:

Employment section of newspapers Notifying a recruitment agency Employment websites such as Seek

(www.seek.com.au) Your organization's own newsletters Your organization's own website Calling a vocational education and training institution Putting notice in local shop windows Putting notice in own shop/office window Community radio announcement

Receive Applications: Applications for employment must be treated with considerable diligence and respect. Employment applications should be acknowledged as soon as possible, and filed in appropriate place to ensure none are missed. In determining a short list, the chairperson of the selection committee should eliminate all candidates who have not provided all the necessary information, especially statements in reply to key selection criteria. The next elimination should be those candidates whose skills, abilities and experience are insufficient to score well against the key selection criteria.

Arrange Interviews: Each candidate should be personally notified by telephone. It is unadvisable to notify by email, as an email sent is not necessarily an email received. Notification by letter is better than email but not as good as telephoning. The notification should contain:

• Start time of interview• Name of the chairperson of the interview panel• Contact details of the chairperson of the interview

panel• Job title of the vacant position• Address of the venue for the interview• Advice on the format and duration of the interview• Advice on the number of panelists

Compile Interview Questions: Interview questions must relate to the key selection criteria. Questions must be open ended and well-worded so as to cause the "interviewee" to describe their relevant work history and/or portray their knowledge. One question may take the form of a "hypothetical". The purpose of such a question is to test the candidate "what would they do" in a certain situation.

Conduct Interviews

Interview duration:

20 mins: not a serious duration for a career job

30 mins: barely enough time, risk of not keeping to schedule, rushed, insufficient time for note taking, decision making, too hard for interviewers.

40 mins: allows for 30 minutes of questions and 10 minutes change round time in which interviewers can write notes, discuss candidates and refresh themselves.

over 40 mins: durations between 40 mins and one hour are appropriate for middle management positions.

Select Successful Candidate: Selection is a process of determining which job seeker has the skills, abilities and knowledge deemed to be most suitable for the job. In a merit based system, applicants effectively compete for a job. The written application, the selection interview and any testing of applicants is all part of the competition process.

Check Referees: It is essential to follow through with checking the applicant's referees. Although referees may not make negative comments about the applicant, much can be gleaned from what they say (or do not say).

Formally Notify: You will need to formally notify the successful and unsuccessful candidates as soon as possible. The successful candidate may already have undertaken other interviews and may receive other job offers. Furthermore, it is an important courtesy to formally notify unsuccessful candidates to enable them to carry on with the rest of their life.

TRANSFERS: The employees are transferred from one department to another according to their efficiency and experience.

PROMOTIONS: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.

Others are Upgraded and Demoted of present employees according to their performance.

Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organisations as the people are already aware of the organisational culture and the policies and procedures.

Database: Of ex-employees

The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others

Press Advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

Educational Institutes: Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.

Placement Agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.

Labor Contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs.

Unsolicited Applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.

Recruitment At Factory Gate: Unskilled workers may be recruited at the factory gate. These may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

Employee Referrals / Recommendations: Many organisations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation.

What is the difference between selection and

recruitment?

RecruitmentIt the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization.

The basic purpose of recruitment is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization.

Recruitment is a positive process i.e. encouraging more and more employees to apply. Recruitment is concerned with tapping the sources of human resources.

SelectionIt involves the series of steps by

which the candidates are screened for choosing the most suitable for the vacant position. Selection is a negative process as it involves rejection of the unsuitable candidates. Selection is concerned with selecting the most suitable candidate through various interviews and tests.

The positioning of a suitable candidate starts with recruitment and ends with selection.

Definition: Selection is the process of obtaining and using information about job applicants to determine who should be hired for both short-term and long-term positions

• Obtaining a Capable Workforce - High productivity - Motivate to stay for as long as possible - Behaviours that result in customer satisfaction - Implement the company’s strategy The objective of the selection decision is to choose

the individual who can most successfully perform the job from the pool of qualified candidates

What predictors and assessment techniques will be used?

- Predictors: the various pieces of information used to make selection decisions, e.g. skill, ability, knowledge, personality, behaviour

- Assessment: e.g. application forms, resumes, references, written tests, interviews

• Written Tests - Ability: measures the potential of an individual

to perform, given the opportunity Psychomotor (perceptual speed and accuracy) Physical (manual dexterity, physical strength) Cognitive (verbal, quantitative) e.g. bank tellers need motor skills to operate a

computer and finger dexterity to manipulate currency … fire-fighters need mostly physical strength

Knowledge: what the person knows at the time of taking the test; not what the applicants are likely to learn (quickly) in the future

e.g. selection practices for hiring and promoting law enforcement officers usually include a test for knowledge about laws and the appropriate means for enforcing them

Personality: assesses the unique blend of characteristics that define an individual and determine his / her pattern of interactions with the environment

e.g. the Big Five Extraversion (sociable, talkative) Agreeableness (cooperative, trusting) Conscientiousness (responsible, dependable) Emotional stability (secure, calm) Openness to experience (imaginative, intellect)

• Interviews - Structured: all the applicants are asked the same

questions in the same order - Unstructured: the interviewer prepares a list of topics

to be covered and, depending on how the conversation unfolds, asks questions about some or all of them

- Behavioural: uses either a structured or semi-structured approach to ask questions that focuses on behaviour

e.g. ask candidate to describe specific instances of past behaviour that reflect a competency for which the employer is looking

Laws and Regulations that Prohibit Discrimination

- Title VII of the Civil Rights Act and Executive Order (II246)

Prohibits discrimination on the basis of race, colour, religion, sex, national origin

- The Age Discrimination in Employment Prohibits age discrimination - Rehabilitation Act / Americans with

Disabilities Act Prohibit discrimination against persons with

disabilities

Detecting Unfair Discrimination - Disparate Treatment: a legal term used to

describe illegal discrimination against an individual The individual belongs to a protected group The individual applied for a job for which the

employer was seeking applicants Despite being qualified, the individual was rejected After the individual’s rejection, the employer kept

looking for people with individual’s qualifications

• Expatriates (a person temporarily or permanently residing in a country other than that of the person's upbringing)

They need to manage many times of relationships, including their …

Co-workers Families Host government Home government Local customers and business partners The company’s headquarters

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How To Pass Customer Service Interviews

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