Human Resource Planning and Recruitment PDF

University of the Visayas Reflection of Core Values DISCIPLINE Reflection of Core Values DISCIPLINE Reflection of Core Values DISCIPLINE  RECAP PREVIOUS DISCUSSION  HUMAN RESOURCE PLANNING AND RECRUITMENT BY: MICHELLE FLOR B. ABELLA, DM CERTIFIED HR PROFESSIONAL CE...

University of the Visayas Reflection of Core Values DISCIPLINE Reflection of Core Values DISCIPLINE Reflection of Core Values DISCIPLINE  RECAP PREVIOUS DISCUSSION  HUMAN RESOURCE PLANNING AND RECRUITMENT BY: MICHELLE FLOR B. ABELLA, DM CERTIFIED HR PROFESSIONAL CERTIFIED LEAN SIX SIGMA YELLOWBELT OD PRACTITIONER HUMAN RESOURCE PLANNING AND RECRUITMENT Learning Objectives At the end of this lesson, the students are expected to: 1. Explain the human resource planning 2. Describe the recruitment, selection and placement process 0 INTRODUCTION TO HUMAN RESOURCE PLANNING Human Resource Planning refers to a systematic process that includes forecasting the perspective the demand for and supply of manpower as well as the employment of skills according to the objectives of the organization. 0 INTRODUCTION TO HUMAN RESOURCE PLANNING The main purpose of HRBP is to set goals and objectives of the company. In other words, it is to have the precise number of employees with their skills matching the requirements of the organization, so that the organization can move towards its goals. 0 IMPORTANCE OF HRUMAN RESOURCE The need for Human Resource Planning (HRP) arise because of the following reasons: Unemployment Scarcity of Manpower Resignation and Retirement Increase Employee Turnover Technological Changes Diversification and Growth of the Company Downsizing of resources when there is shortage of manpower Redeploying to other projects when there is an excess manpower 0 INTRODUCTION TO HUMAN RESOURCE PLANNING The importance of HRP: Gives the company the right kind of workforce at the right frame Strikes a balance between demand and supply Forecasting the future workforce Succession Planning Evaluation of Strengths and Weaknesses of Personnel 1 STEPS IN EFFECTIVE HR PLANNING 2 KEY ELEMENTS OF HR PLANNING 1. Forecasting Recruitment Needs There are number of ways in forecasting your business needs, to know the exact number of employees required to run the business. 2 KEY ELEMENTS OF HR PLANNING 2. Evaluate Supply There two (2) aspects: Evaluation of the Internal Resources Prospective or External Resources 2 KEY ELEMENTS OF HR PLANNING 3. Supply and Demand Balance Strike the balance between two forces that will help the organization in understanding if there is shortage or excess of employees available. 3 LIMITATION OF HR PLANNING Inspite of its benefit of keeping the organization’s manpower balanced, there are few limitations: 1. Future is Uncertain There are several factors such as technological, political, cultural, etc that affects the employment opportunities. 3 LIMITATION OF HR PLANNING Inspite of its benefit of keeping the organization’s manpower balanced, there are few limitations: 2. Surplus of Manpower With the surplus of manpower, the companies try to remove this imbalance using termination, layoff, or removal of existing employees This can create insecurity and loss of their faith to the company. 3 LIMITATION OF HR PLANNING Inspite of its benefit of keeping the organization’s manpower balanced, there are few limitations: 3. Time Consuming It collects complete information of the personnel of each department and then finds suitable sources to satisfy their needs. 3 LIMITATION OF HR PLANNING Inspite of its benefit of keeping the organization’s manpower balanced, there are few limitations: 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. 4 RECRUITMENT, SELECTION AND PLACEMENT RECRUITMENT Recruitment - Otherwise known as Staffing. - By definition, this is a process of acquiring, deploying and retaining a workforce of sufficient quantity and quality to create a positive impacts on the organization’s effectiveness. - Staffing is a critical organization function concerned with acquisition, deployment and retention of the organization’s workforce. RECRUITMENT Acquire, Deploy and Retain - An organization must have staffing system. - 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. It is also an indication of how long these employees work at the company after getting hired. RECRUITMENT STAFFING SYSTEM 1. Planning for the numbers and types of people needed WORKFORCE PLAN RECRUITMENT STAFFING SYSTEM 2. Establishing job requirements in the form of the qualifications or KSAOs (knowledge, skill, ability and other characteristics to perform the job effectively QUALIFICATIONS MATRIX RECRUITMENT STAFFING SYSTEM 3. Establishing the types of rewards the job will provide COMPENSATION & BENEFITS PACKAGE RECRUITMENT STAFFING SYSTEM 4. Conducting External recruitment campaigns EXTERNAL SOURCING RECRUITMENT STAFFING SYSTEM 5. Using Selection Tools to evaluate the KSAOs that applicants possess SCREENING RECRUITMENT STAFFING SYSTEM 6. Deciding which applicants are the most qualified and will receive job offers SELECTION RECRUITMENT STAFFING SYSTEM 7. Putting together job offers that applicants will hopefully accept JOB OFFER RECRUITMENT 11 STAGES OF RECRUITMENT 1. Determine whether a vacancy exists A vacancy may occur in (2) ways : When an employee resigns, retires, dies, or discharged from the service When a new position is created as a result of expansion, restructuring or reorganization RECRUITMENT 11 STAGES OF RECRUITMENT 2. Prepare Job Description and Person Identification Job Description A recruitment guide that sets out the title of the job, to whom the employee is responsible, and the simple job description of the roles & duties of the employees. Person Specification It goes beyond a mere job description as it highlights the mental & physical attributes required of the job holder RECRUITMENT 11 STAGES OF RECRUITMENT 3. Media Announcements These are the possible avenues for advertising position vacancy : Job Fairs 2 TYPES OF RECRUITMENT: News Papers Online Job Portals/Websites Internal Recruitment - is when the business looks to fill the vacancy from within its Campus Recruitment existing workforce. Bulletin Word of Mouth External Recruitment - is when the business looks to fill the vacancy from any Professional Journals suitable applicant outside the business. RECRUITMENT 11 STAGES OF RECRUITMENT 4. Managing the Response The process of evaluating the response of the prospective applicants after selecting the medium for advertisement RECRUITMENT 11 STAGES OF RECRUITMENT 5. Shortlisting Separating the chaff from the wheat, or discarding those who are not qualified. The idea is not to lose your precious time and those of the other managers in interviewing those who do not meet the basic requirements. RECRUITMENT 11 STAGES OF RECRUITMENT 6. Arrange Interviews Once the applicant pool has been screened and individuals to be considered are identified, interviews should be arranged with those candidates. RECRUITMENT 11 STAGES OF RECRUITMENT 7. Conduct Interviews ✓ Initial Interview ✓ 2nd Interview ✓ Final Interview RECRUITMENT 11 STAGES OF RECRUITMENT 8. Reference and Background Checks Reference and background checks should be made only for those candidates who have advanced to the finalist stage and who are under serious consideration. RECRUITMENT 11 STAGES OF RECRUITMENT 9. Decision to Hire Serious evaluation as to whether hire the candidate who advance in the screening process. RECRUITMENT 11 STAGES OF RECRUITMENT 10. Offer to Hire ✓ Starting pay, salary progression ✓ Starting date ✓ Tenure of the Employment ✓ Benefits ✓ Any other points of negotiation RECRUITMENT 11 STAGES OF RECRUITMENT 11. Appointment Action The beginning stage of the Placement and Deployment  STAFFING MODELS STAFFING QUANTITY MODEL Projected Staffing Requirements The quantity of head-count portion of the staffing definition means Overstaffed Compare organizations must be Fully Staffed concerned the staffing Understaffed levels and their adequacy Projected Staffing Availabilities  STAFFING MODELS PERSON/JOB MATCH MODEL Job Requirements HR Outcomes Rewards ✓ Attraction The person/job match Impact ✓ Performance seeks to align Match ✓ Retention characteristics of ✓ Attendance individuals and jobs in ✓ Satisfaction ways that will result in ✓ Other desired HR outcomes. Person KSAOs Motivation PERSON/ORGANIZATION MATCH MODEL STAFFING MODELS New Job Organizational Duties Values Job Requirements Rewards HR Outcomes Multiple Jobs Future Jobs ✓ Attraction The organization seeks to determine how well the person fits or matches not ✓ Performance only the job but also the organization. ✓ Retention Impact ✓ Attendance ✓ Satisfaction Match ✓ Other Person KSAOs Motivation STAFFING STRATEGY Staffing Strategy requires making key decisions about the acquisition, deployment and retention of organization’s workforce. Staffing Levels Staffing Quality STAFFING STRATEGY Staffing Levels There are nine staffing levels which fall on staffing strategy: STAFFING LEVELS STRATEGY 1. ACQUIRE OR DEVELOP TALENT Staffing strategy must position the organization appropriately along this “ buy or make your talent” continuum. STAFFING LEVELS STRATEGY 2. HIRE YOURSELF OR OUTSOURCE This is particularly true for small and midsized companies that lack a professional HR function. STAFFING LEVELS STRATEGY 3. EXTERNAL OR INTERNAL HIRING When the job vacancies occur or new jobs are created, should the organization seek to fill them from the internal or external labor market? STAFFING LEVELS STRATEGY 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. STAFFING LEVELS STRATEGY 5. HIRE OR RETAIN These are trade-offs between hiring and retention strategies for staffing. STAFFING LEVELS 6. NATIONAL OR GLOBAL Outsourcing is moving a business process to another vendor Offshoring is organization setting up its own operations in another country the organization is not contracting with an outside vendor, rather, it is establishing its own operations in another country STAFFING LEVELS STRATEGY 7. ATTRACT OR RELOCATE This premise is that it is better (and cheaper) to bring labor to organization rather than to bring organization to labor. STAFFING LEVELS STRATEGY 8. OVERSTAFF OR UNDERSTAFF While some organizations seek to reasonably fully staffed, some opt for or are forced away from this posture to being over-or under- staffed. Organizations may also overstaff in order to stockpile talent Organizations may decide to understaff in order to avoid future lay-offs and instead adjust staffing level demand spikes STAFFING LEVELS STRATEGY 9. SHORT-TERM OR LONG-TERM Although organizations would want to have its staffing needs fully anticipated, optimizing both goals are difficult. Talent management program shall ensure balance between labor shortages and short-term crisis management. STAFFING QUALITY STRATEGY 1. PERSON-JOB OR PERSON-ORGANIZATION MATCH When acquiring or deploying people, should the organization opt for a job or person/organization match? Person-Job Match must be assessed anytime with an infinite set of tasks If jobs are poorly defined and fluid, making a person-job match infeasible, require person/organization match instead  STAFFING QUALITY STRATEGY 2. SPECIFIC OR GENERAL KSAOs Shall we focus on job-specific competencies, often of the job knowledge and skills variety? Shall we require focus on KSAOs that will be applicable across variety of jobs, both current and future. 3. EXCEPTIONAL OR ACCEPTABLE WORKFORCE QUALITY STAFFING QUALITY STRATEGY The organization could seek to acquire workforces that was preeminent KSAO-wise (exceptional quality) or one that was a more “ballpark” variety (acceptable quality). The exceptional quality allows the organization to stock-up “the best and the brightest” The acceptable strategy means pursuit of a less high-powered workforce and probably a less expensive one as well. STAFFING QUALITY STRATEGY 4. ACTIVE OR PASSIVE DIVERSITY The labor force is becoming increasingly diverse in terms of demographics, values and languages. Advocates of an active diversity strategy argue that it is legally and morally appropriate to allow the organization more attuned to the diverse needs of the customers it serves. Those favoring a more passive strategy suggest that diversification of the workforce takes time because it requires substantial planning and assimilation of the activity.  STAFFING ETHICS ✓ Staffing involves a multitude of individuals. 1. Raise Ethical Expectations ✓ Ethics involves determining moral principles 2. Legitimize dialogue about ethical and guidelines for acceptable practice, in the issues realm of the workplace. 3. Encourage ethical decision- making ✓ Ethics emphasizes “knowing the organizational codes and guidelines and behaving within 4. Prevent misconduct and provide a these boundaries when faced with dilemmas in basis for enforcement business or professional work. RECRUITMENT, SELECTION & PLACEMENT SELECTION SELECTION ✓ Selection, in unbiased view is critical to the organization. ✓ It is one of only two ways to ensure that employees have the abilities to do work and it helps provide the basis for effective motivational practices  ✓ This is the process of collecting and evaluating information about an individual in order to extend an offer of employment. SELECTION ✓ Such employment could be either a first position for a new employee or a different position for a current employee. ✓ The selection process is performed under legal and environmental constraints and addresses the future interests of the organization and individual. SELECTION PROCESS 1. APPLICATIONS AND RESUME The application letter is the starting point in the selection process. Enclosed with the application is the resume that provides bio-data of the applicants. SELECTION PROCESS 2. CONDUCTING TEST OF THE APPLICANTS 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, the results should not be the sole basis in selecting the best candidate SELECTION PROCESS 3. INTERVIEW The interview is the cornerstone of the selection process. The interview evaluation is the central basis in the selection with three basic objectives: 1. To elicit information 2. To observe and record behavior 3. To evaluate information and behavior observed SELECTION PROCESS 4. REFERENCE CHECKING/BACKGROUND INVESTIGATION The best way is to call up the former employer, identify yourself, and state that information provided about the candidate will remain confidential and would help in making hiring decision. SELECTION PROCESS 5. DECIDING WHETHER TO HIRE OR NOT Evaluate the information provided by the applicants, the results of the interview including the skills and competencies that are crucial for the position.  Job Analysis Identification of Relevant Job Performance Dimensions Identification of KSAOs STEPS IN DEVELOPMENT OF SELECTION PROGRAM Development of Assessment Devices to Measure KSAs Validation of Assessment Devices Content Criterion Use of Assessment Devices in the Processing of Applicants 6 STEPS IN DEVELOPING A SELECTION PROGRAM 1. Job Analysis Information If the purpose of the selection program is to identify the best individuals for a job within the organization, the information should ne the starting point within the development of this program. Job Analysis is the gathering of information about the job. 6 STEPS IN DEVELOPING A SELECTION PROGRAM 2. Identifying Relevant Job Performance Measures The main purpose of selection is to identify those applicants who will be successful on the job. This is to determine how job performance is measured and what level of job performance is regarded as successful  6 STEPS IN DEVELOPING A SELECTION PROGRAM 3. Identification of Worker Characteristics Using both job analysis information and job performance data, HR specialists must identify KSAs and other employee characteristics that a worker should possess in order to perform the job successfully. 6 STEPS IN DEVELOPING A SELECTION PROGRAM 4. Development of Assessment Devices It is necessary to construct assessment devices in order to differentiate candidates. 1. To Measure KSAs 2. To Measure Differences 6 STEPS IN DEVELOPING A SELECTION PROGRAM 5. Validation Procedures Scores on the selection devices from a representative of the sample Measure of how well each individuals performing an important parts of the job. The purpose of validation is to provide evidences that data from the selection instruments are related to job performance 6 STEPS IN DEVELOPING A SELECTION PROGRAM 6. Use of Assessment Devices in Processing fo Applicants Scores on the selection devices from a representative of the sample Measure of how well each individuals performing an important parts of the job. They help identify the right talent and increase the quality of the candidates that move through the recruitment assessment process PLACEMENT Also known as Induction or Deployment. This encompasses guiding the movement of current employees throughout the organization through internal staffing systems that handle promotions, transfers and new project assignment for employees. PLACEMENT 1. ORIENTATION Orientation is the acculturation process to assist new employees in adjusting to their jobs and work environment, as well as instill a positive work attitude and motivation. MAJOR OBJECTIVES 1. Gain employee commitment 2. Reduce one’s anxiety 3. Help the employee understand organization’s expectations 4. Convey what he can expect from the job and the organization  PLACEMENT WELCOME TO THE COMPANY 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.  PLACEMENT 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  PLACEMENT 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.  PLACEMENT 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.  5 FOURTH ACTIVITY INDIVIDUAL ACTIVITY GROUP ACTIVITY-ROLE PAY Present your analysis of the following Case Study: Prepare a role play that would demonstrate the recruitment process. Case on Selection “from International Federation of Professional Managers Group 3 Role Play What to Prepare/Do: Prepare a three-page analysis based on the given key What to Prepare/Do: areas of discussions Simulate the recruitment, selection and placement process The group is given 15mins-20mins to execute the activity Submission October 10, 2024 Presentation: October 10, 2024 Afterwards : Upload the file in the MS Teams File Name : Surname_ Case Selection File Format : PDF Afterwards : Upload the Names of the Members File Name : Group Number_Role Play File Format : PDF RESOURCES Human Resource Management, Strategy and Practice, 11th Asia Pacific Edition (Alan Nankervis, Marian Baird, Jane Coffey and Johnshields, 2023), CENGAGE Human Resource Management, Knowledge Series (Thomas Grayson, 2023), Willford PresS Strategic Human Resource Management of Human Resources, Third Edition (Melo, 2014) https://core.ac.uk/download/pdf/234636481. pdf Selection in Human Resource Management Seventh Edition ( Barrick, Field and Gatewood, 2013) Staffing Organizations Sixth Edition (Heneman and Judge, 2010) Human Resource Management (Ranulfo Payos)