Human Resource Planning and Recruitment PDF

HUMAN RESOURCE PLANNING AND RECRUITMENT 1. Forecasting Recruitment Needs Human Resource Planning...

HUMAN RESOURCE PLANNING AND RECRUITMENT 1. Forecasting Recruitment Needs Human Resource Planning There are number of ways in forecasting your Refers to a systematic process that includes forecasting the perspective the demand for business needs, to know the exact number of and supply of manpower as well as the employment of skills according to the objectives employees required to run the business. of the organization. 2. Evaluate Supply The main purpose of HRP is to set goals and objectives of the company. In other There two (2) aspects: words, it is to have the precise number of employees with their skills matching the  Evaluation of the Internal Resources requirements of the organization, so that the organization can move towards Its goal.  Prospective or External Resources The need for Human Resource Planning (HRP) arise because of the following reasons: 3. Supply and Demand Balance Strike the balance between two forces that will Unemployment help the organization in understanding if there Scarcity of Manpower is shortage or excess of employees available. Resignation and Retirement Increase Employee Turnover LIMITATION OF HR PLANNING Technological Changes Diversification and Growth of the Company Inspite its benefit of keeping the Downsizing of resources when there is shortage of manpower organization’s manpower balanced, there Redeploying to other projects when there is an excess manpower are few limitations: The importance of HRP: 1. Future is Uncertain There are several factors such as Gives the company the right kind of workforce at the right frame technological, political, cultural, etc That Strikes a balance between demand and supply affects the employment opportunities. Forecasting the future workforce Succession Planning 2. Surplus of Manpower Evaluation of Strengths and Weaknesses of Personnel With the surplus of manpower, the companies try to remove this imbalance STEPS IN EFFECTIVE HR PLANNING using termination, layoff, or removal of existing employees this can create insecurity and loss of their faith to the company. 3. Time Consuming It collects complete information of the personnel of each department and then finds suitable sources to satisfy their needs. 4. Expensive Process All activities carried out from time to time manpower need arises until the final placement if employees consume a lot of time and is very expensive. KEY ELEMENTS OF HR PLANNING RECRUITMENT, SELECTION AND PLACEMENT   Person Specification RECRUITMENT It goes beyond a mere job description as it highlights the mental & physical attributes required of the job holder.  Otherwise known as Staffing.  By definition, this is a process of acquiring, deploying and retaining a workforce 3. Media Announcements of sufficient quantity and quality to create a positive impacts on the These are the possible avenues for advertising position vacancy : organization’s effectiveness.  Job Fairs  Staffing is a critical organization function concerned with acquisition, deployment  News Papers and retention of the organization’s workforce.  Online Job Portals/Websites  Campus Recruitment Acquire, Deploy and Retain  Bulletin  Word of Mouth  An organization must have staffing system.  Professional Journals  The staffing system helps in improving ways to deal with employee attrition which is basically the rate at which the employees leave the company every year. 2 TYPES OF RECRUITMENT: It is also an indication of how long these employees work at the company after  Internal Recruitment – is when the business looks to fill the vacancy from getting hired. within its existing workforce.  External Recruitment – is when the business looks to fill the vacancy from STAFFING SYSTEM any suitable applicant outside the business. 1. Planning for the numbers and types of people needed; WORKFORCE PLAN 4. Managing the Response 2. Establishing job requirements in the form of the qualifications or KSAOs (knowledge, The process of evaluating the response of the prospective applicants after selecting skill, ability and other characteristics to perform the job effectively; the medium for advertisement. QUALIFICATIONS MATRIX 3. Establishing the types of rewards the job will provide; COMPENSATION & 5. Shortlisting BENEFITS PACKAGE Separating the chaff from the wheat, or discarding those who are not qualified. The 4. Conducting External recruitment campaigns; EXTERNAL SOURCING idea is not to lose your precious time and those of the other managers in 5. Using Selection Tools to evaluate the KSAOs that applicants possess; SCREENING interviewing those who do not meet the basic requirements. 6. Deciding which applicants are the most qualified and will receive job offers; SELECTION 6. Arrange Interviews 7. Putting together job offers that applicants will hopefully accept; JOB OFFER Once the applicant pool has been screened and individuals to be considered are identified, interviews should be arranged with those candidates. 11 STAGES OF RECRUITMENT 7. Conduct Interviews 1. Determine whether a vacancy exists  Initial Interview A vacancy may occur in (2) ways :  2nd Interview  When an employee resigns, retires, dies, or discharged from the service  Final Interview  When a new position is created as a result of expansion, restructuring or reorganization 8. Reference and Background Checks Reference and background checks should be made only for those candidates who 2. Prepare Job Description and Person Identification have advanced to the finalist stage and who are under serious consideration.  Job Description 9. Decision to Hire A recruitment guide that sets out the title of the job, to whom the employee is Serious evaluation as to whether hire the candidate who advance in the screening responsible, and the simple job description of the roles & duties of the employees. process.  PERSON/ORGANIZATION MATCH MODEL 10. Offer to Hire  Starting pay, salary progression  Starting date  Tenure of the Employment  Benefits STAFFING MODELS  Any other points of negotiation The organization seeks to determine how well the 11. Appointment Action person fits or matches not only the job but also The beginning stage of the Placement and deployment. the organization. STAFFING MODELS STAFFING QUANTITY MODEL The quantity of head-count portion of the staffing definition means organizations STAFFING STRATEGY must be concerned the staffing levels and their adequacy Requires making key decisions about the acquisition, deployment and retention of organization’s workforce.  Staffing Levels  Staffing Quality PERSON/JOB MATCH MODEL Staffing Levels There are nine staffing levels which fall on staffing strategy: 1. ACQUIRE OR DEVELOP TALENT Staffing strategy must position the organization appropriately along this “buy” or “make your talent” continuum. 2. HIRE YOURSELF OR OUTSOURCE This is particularly true for small and midsized companies that lack a professional HR The person/job match seeks to align function. characteristics of individuals and jobs in ways that will result in desired HR 3. EXTERNAL OR INTERNAL HIRING outcomes. When the job vacancies occur or new jobs are created, should the organization seek to fill them from the internal or external labor market? 4. CORE OR FLEXIBLE WORKERS Core workforce are individuals viewed as regular workers while flexible workforce is more of a peripheral workers who are used on an as needed, just-in-time basis. 5. HIRE OR RETAIN 3. ACTIVE OR PASSIVE DIVERSITY These are trade-offs between hiring and retention strategies for staffing. The labor force is becoming increasingly diverse in terms of demographics, values and languages. 6. NATIONAL OR GLOBAL Advocates of an active diversity strategy argue that it is legally and morally  Outsourcing is moving a business process to another vendor appropriate to allow the organization more attuned to the diverse needs of the  Offshoring is organization setting up its own operations in another country customers it serves.  the organization is not contracting with an outside vendor, rather, it is Those favoring a more passive strategy suggest that diversification of the workforce establishing its own operations in another country. takes time because it requires substantial planning and assimilation of the activity. 7. ATTRACT OR RELOCATE STAFFING ETHICS This premise is that it is better (and cheaper) to bring labor to organization rather than to bring organization to labor. 1. Raise Ethical Expectations 2. Legitimize dialogue about ethical issues 8. OVERSTAFF OR UNDERSTAFF 3. Encourage ethical decision-making While some organizations seek to reasonably fully staffed, some opt for or are forced 4. Prevent misconduct and provide a basis for enforcement away from this posture to being over-or understaffed.  Staffing involves a multitude of individuals. Organizations may also overstaff in order to stockpile talent  Ethics involves determining moral principles and guidelines for Organizations may decide to understaff in order to avoid future lay-offs and instead acceptable practice, in the realm of the workplace. adjust staffing level demand spikes   Ethics emphasizes “knowing the organizational codes and guidelines 9. SHORT-TERM OR LONG-TERM and behaving within these boundaries when faced with dilemmas in Although organizations would want to have its staffing needs fully anticipated, business or professional work. optimizing both goals are difficult. Talent management program shall ensure balance between labor shortages and RECRUITMENT, SELECTION & PLACEMENT short-term crisis management. SELECTION STAFFING QUALITY STRATEGY  Selection, in unbiased view is critical to the organization. 1. PERSON-JOB OR PERSON-ORGANIZATION MATCH  It is one of only two ways to ensure that employees have the abilities to do work When acquiring or deploying people, should the organization opt for a job or and it helps provide the basis for effective motivational practices. person/organization match?  This is the process of collecting and evaluating information about an individual in Person-Job Match must be assessed anytime with an infinite set of tasks order to extend an offer of employment. If jobs are poorly defined and fluid, making a person-job match infeasible, require  Such employment could be either a first position for a new employee or a person/organization match instead. different position for a current employee.  The selection process is performed under legal and environmental constraints and 2. EXCEPTIONAL OR ACCEPTABLE WORKFORCE QUALITY addresses the future interests of the organization and individual. The organization could seek to acquire workforces that was preeminent KSAO-wise (exceptional quality) or one that was a more “ballpark” variety (acceptable quality). SELECTION PROCESS The exceptional quality allows the organization to stock-up “the best and the brightest” 1. APPLICATIONS AND RESUME The acceptable strategy means pursuit of a less high-powered workforce and The application letter is the starting point in the selection process. Enclosed with the probably a less expensive one as well. application is the resume that provides bio-data of the applicants.  This is to determine how job performance is measured and what level of job 2. CONDUCTING TEST OF THE APPLICANTS performance is regarded as successful More and more companies are conducting employee testing than before. Caution should be taken on employee test. They are just one of the tools for selection, hence, 3. Identification of Worker Characteristics the results should not be the sole basis in selecting the best candidate. Using both job analysis information and job performance data, HR specialists must identify KSAs and other employee characteristics that a worker should possess in 3. INTERVIEW order to perform the job successfully. The interview is the cornerstone of the selection process. The interview evaluation is the central basis in the selection with three basic objectives: 4. Development of Assessment Devices 1. To elicit information It is necessary to construct assessment devices in order to differentiate candidates. 2. To observe and record behavior 1. To Measure KSAs 3. To evaluate information and behavior observed 2. To Measure Differences 4. REFERENCE CHECKING/BACKGROUND INVESTIGATION 5. Validation Procedures The best way is to call up the former employer, identify yourself, and state that  Scores on the selection devices from a representative of the sample information provided about the candidate will remain confidential and would help in  Measure of how well each individuals performing an important parts of the job. making hiring decision.  The purpose of validation is to provide evidences that data from the selection instruments are related to job performance 5. DECIDING WHETHER TO HIRE OR NOT Evaluate the information provided by the applicants, the results of the interview 6. Use of Assessment Devices in Processing of Applicants including the skills and competencies that are crucial for the position.  Scores on the selection devices from a representative of the sample  Measure of how well each individuals performing an important parts of the job. STEPS IN DEVELOPMENT OF SELECTION PROGRAM  They help identify the right talent and increase the quality of the candidates that move through the recruitment assessment process.  Job Analysis  Identification of Relevant Job Performance Dimensions RECRUITMENT, SELECTION & PLACEMENT  Identification of KSAOs  Development of Assessment Devices to Measure KSAs PLACEMENT  Validation of Assessment Devices o Content  Also known as Induction or Deployment o Criterion  This encompasses guiding the movement of current employees throughout  Use of Assessment Devices in the Processing of Applicants the organization through internal staffing systems that handle promotions, transfers and new project assignment for employees. 6 STEPS IN DEVELOPING A SELECTION PROGRAM 1. ORIENTATION 1. Job Analysis Information Orientation is the acculturation process to assist new employees in adjusting to their If the purpose of the selection program is to identify the best individuals for a job jobs and work environment, as well as instill a positive work attitude and motivation. within the organization, the information should ne the starting point within the development of this program. MAJOR OBJECTIVES Job Analysis is the gathering of information about the job.  Gain employee commitment  Reduce one’s anxiety 2. Identifying Relevant Job Performance Measures  Help The employees understand organization’s expectations The main purpose of selection is to identify those applicants who will be successful  Convey what he can expect from the job and the organization on the job. 2. WELCOME TO THE COMPANY JOB DESCRIPTION/SPECIFICTION SAMPLE The welcome of the company should start off with a welcome by the human resource department head and a pep talk by the CEO. This portion also includes explaining the Vision, Mission and Culture of the company. 3. TOUR TO THE FACILITIES It is important for new employees to be toured around the facilities of the company. It helps them feel at home in their surroundings. 4. INTRODUCTION TO TOP MANAGEMENT & CO-WORKERS To be introduces and welcomed by top executive gives a sense of importance to new employees. It is absolutely important to be introduced to co-workers and immediate superior with whom they will be interacting with regularly. 5. COMPLETION OF PAPERWORKS Vital paperwork should be completed at the time of the orientation. A checklist of documents of what to accomplish would help in avoiding unpleasant events such as delayed salary. SIGNIFICANCE OF JOB ANALYSIS JOB ANALYSIS Introduction - Organization is described as a rational coordination of the activities of the employees through division of labor, responsibility, authority and accountability. - Built in this description is the realization that organizations perform a series of activities and that to perform these activities, different skills are required. - Each activity carries its own sets of responsibilities and the employees are given appropriate authority to perform these activities. - Job Analysis is a process of determining which characteristics are necessary for satisfactory job performance and analyzing environmental conditions in which job is performed. - It analysis the work content of the job and job content of a work. - The process of job analysis leads to development of two documents, job description and job specification.  Job Analysis details information on working conditions. Thus, management tries to - Job Specification is a document showing personality traits, qualities, skills, provide safety and welfare measures that are outlined in the job analysis. knowledge and other attributes required in the employee.  Job Analysis helps in forecasting manpower requirements based on the - It comprises the capabilities required to perform the job, education, experience, knowledge, skills and quality of manpower needed in the organization. training, judgment skills, communication skills and personal skills required to perform  A carefully designed job analysis provide information as to what sources of the job effectively. recruitment are to be used to hire employees. - Job Description indicates the tasks and responsibilities, job title, duties, machines,  Selection of the right candidate to the right job can only be done with the help of job tools and equipment, working conditions and occupational hazards that form part of the analysis job.  Job Analysis provide valuable information to develop training programs. It provides what skills are to be trained.  Job Analysis provide information as to how much compensation and other financial and non-financial benefits to be associated with the job.  Performance of employees is appraised based on standard criteria provided in the - The limitation of this method is that it cannot capture the mental aspects of jobs, such job analysis. as decision-making or planning since mental processes are not observable.  Placement and Socialization-A clear job analysis guides the process to socialize 2. Work Methods Analysis the employees to develop sound relationship with all those persons, - This method is used to describe manual and repetitive production jobs, such as factory  Counselling-A good job analysis provides information about the suitability of the or assembly-line jobs. jobs. They use this to guide and counsel employees about their career options, - This method is used in industrial engineers to determine the standard rates of performance, training requirements and skill upgrade. production  Strategic Planning-A Job Analysis emables human resource manager to develop a 3. Critical incidents Technique log-range strategic plan in all concerned areas of human resources. - It involves observation and recording of examples of particularly effective of ineffective behavior. JOB EVALUATION - Behaviors are judged to be “effective” or “ineffective” in terms of produced result by - Job Evaluation is the process of determining the relative worth of a job. the behavior - It is the process which is helpful of framing compensation plans by personnel manager. Reduction in Inequalities in Salary Structure INTERVIEW METHOD - The main objected of job evaluation is to have external and internal consistency in - In this method, the analyst interview the employee, his supervisor and other salary structure so that inequalities of salary are reduced. concerned persons, and record answers to relevant questions. Specialization - The limitation of this method is that it does not provide information because the - Because of the division of labor and thereby specialization, a large number of employee may not provide the accurate information to protect his own interest. enterprises have got hundred jobs and many to perform them, QUESTIONNAIRE METHOD Helps in Selection of Employees - In this method, properly drafted questionnaires are sent to jobholders. - The job information can be helpful at the time selection of candidates. - The limitation of this method is that it is time consuming and costly. Harmonize relationship between employees and manager - Harmonious and congenial situations can be maintained between employees and PROCESS OF JOB ANALYSIS management, and all kinds of salaries controversies can be minimized. - To be meaningful and useful for personnel related decision-making, job analysis must Standardization be carried more at frequent intervals. - The process of determining salary differentials for different jobs become standardized - Jobs in the past were considered to be static and were designed on the basis that they through job evaluation. would not change. Relevance of New Jobs It is now realized, that for higher efficiency and productivity, jobs must change - Through evaluation, one can understand the relative value if new jobs concerned. according to the employees who carry them out. Some of the major reasons: METHODS OF JOB ANALYSIS 1. Technological Change JA METHODS 2. Union Management Agreements There are 3 basic types of methods: 3. People 1. Observation Method Technological Change 2. Interview - The pace of change in technology necessitates changes in nature of job as well as skills 3. Questionnaire required. OBSERVATION METHOD - Computerization and automatization likewise give rise to new requirements of certain - Observation of work activities and worker behaviors is a method of job analysis which jobs while older requirements become redundant. can be independently or in combination with other methods of job analysis Union Management Agreements 1. Direct Observation - The agreements entered between and the union can bring about change in the nature 2. Work Methods Analysis of job, duties and responsibilities. 3. Critical Incident Technique People 1. Direct Observation - Human beings are not robots, each employee brings with him his own strengths and - A person conducting simply observes employees in the performance of their duties. weaknesses, his own style of handling a job and his own aptitude. - Job Analysis process must take into account the changing nature of job on account of JOB DESIGN other factors.  Job Design is next to job analysis. STEPS IN JOB ANALYSIS PROCESS  Job design involves systematic attempts to 1. ORGANIZATIONAL ANALYSIS organize tasks, duties and responsibilities - The first step is to get an overall view of various jobs in the organization with a view to into a unit of work to achieve certain examine the linkages between jobs and organizational objectives, interrelationships objectives. among jobs, and the contribution of various jobs towards achieving organizational  Job designs integrate the work content and efficiency and effectiveness. qualifications required for each job that 2. USES OF JOB ANALYSIS INFORMATION meets the needs of employee and - Depending on organizational priorities and constraints, it is desirable to develop clarity organization. regarding the possible uses of the information pertaining to job analysis. 3. SELECTION OF JOBS FOR ANALYSIS - Carrying out job analysis is a time consuming and costly process. - It is therefore desirable to select a representative sample of jobs for the purposes of analysis. 4. COLLECTION OF DATA - Data will have to be collected on the characteristics of job, required behavior and personal attributes needed to do the job effectively. 5. PREPARATION OF JOB DESCRIPTION - The information collected is used in preparing a job description highlighting major tasks, duties and responsibilities for effective job performance. 1. ORGANIZATIONAL FACTORS The organizational factors that affect job design are : characteristics of tasks Workflow ergonomics 6. PREPARATION OF JOB SPECIFICATION work practices. - The information collected gathered in step is also used to prepare the job specification 1. CHARACTERISTICS OF TASK for a job highlighting the personal attributes required in terms of education, training, Each task consist of 3 elements: aptitude and experience to fulfill the job description. 1. Planning 2. Executing 3. Controlling JOB ENLARGEMENT 2. WORKFLOW - Job Enlargement means expanding the scope of job. - The flow of work in an organization is strongly influenced by the nature of the product. JOB ENRICHMENT 3. ERGONOMICS - Job Enrichment means making the job rich in its contents so that an employee will get - Is concerned with the designing and shaping of jobs as per the physical abilities and more satisfaction while performing that job. characteristics of individuals so that they can perform their jobs effectively. 4. WORK PRACTICES - Are the sets of methods of performing the task. This can affect the job design as there is a little flexibility in designing the job especially if the work practices are approved by the employee unions. 2. ENVIRONMENTAL FACTORS The environmental factors affect job design : Employees Abilities and Availability Social and Cultural Expectations 1. EMPLOYEE ABILITIES AND AVAILABILITY - Abilities and availability of people plays an important role while designing jobs. Due attention needs to be given to the employee who will actually perform the job. 2. SOCIAL AND CULTUTRAL EXPECTATIONS - Jobs should be designed keeping employees in mind. Due to increase in literacy rate and knowledge, employees are now more aware and only perform jobs that are to their liking and match their profile. 3. BEHAVIORAL FACTORS The behavioral factors are related to human needs: Feedback 1. FEEDBACK - Employees should be given feedback about his performance and enable him to improve his performance to complete the job in a proper manner. 4. AUTONOMY Employee should be given proper autonomy required to perform: Use of Abilities Variety 1. USE OF ABILITIES - The job should be designed in a manner that an employee will be able to use his abilities to fully perform the job. 2. VARIETY - Absence of variety in job assigned may lead to boredom. Adequate scope to variety factor should be given while designing a job. METHODS OF JOB DESIGN JOB SIMPLIFICATION - In the job simplification, the job is simplified and specialized. JOB ROTATION - Job Rotation implies systematic movement of employees from one job to the other. Employees are given the opportunity to perform with different jobs.