Human Resource Planning and Recruitment PDF

3.0  3.1 HUMAN RESOURCE PLANNING 3.1.1 HUMAN RESOURCE PLANNING Human resource planning (HRP), often known as workforce planning, is an ongoing activity that aims to maximize the utilization of an organization's most valuable asset: its people HRP is primarily concerned with the econo...

3.0  3.1 HUMAN RESOURCE PLANNING 3.1.1 HUMAN RESOURCE PLANNING Human resource planning (HRP), often known as workforce planning, is an ongoing activity that aims to maximize the utilization of an organization's most valuable asset: its people HRP is primarily concerned with the economic principles of supply and demand with respect to an organization's human resource capabilities 3.1.1 HUMAN RESOURCE PLANNING IMPORTANCE HRP adapts to the changing needs of distinct businesses It helps HR professionals discover the skills and abilities required for success in various roles. It is also beneficial when HRP implements managerial tasks. 3.1.2 HUMAN RESOURCE PLANNING AND PROCESS Determine objectives and plan HUMAN RESOURCE PLANNING AND PROCESS Determine objectives and plan Evaluate the existing workforce and identify gaps HUMAN RESOURCE PLANNING AND PROCESS Determine objectives and plan Evaluate the existing workforce and identify gaps Forecast human resource needs. HUMAN RESOURCE PLANNING AND PROCESS Determine Prepare an objectives and action plan plan Evaluate the existing workforce and identify gaps Forecast human resource needs. HUMAN RESOURCE PLANNING AND PROCESS Determine Prepare an objectives and action plan plan Evaluate the existing workforce and Monitor and identify gaps provide feedback Forecast human resource needs.  3.1.3 RELATIONSHIP BETWEEN HUMAN RESOURCE PLANNING AND OTHER PROCESSES  Training and Staffing Development Between HRP and staffing, it is during HRP that HRP greatly contributes to the necessary an organisation or a company analyses the training and development that employees need types of employees they need that coincide to adapt to their changing work environment. with what the company stands for and how it This tends to be continuous, so the HRP on operates on a daily basis. According to the training and development strives to exert fundamentals of human resource planning, an efforts where human resource management can accurate description for the job is made, further nurture their staff once they are hired. applications come in, and the selection process starts.  Motivation Maintenance Employee behaviour can be quite complex, just HRP ensures that the company provides a safe, as motivation can easily deplete with routine- healthy, and beneficial work environment that based work. Human resource management induces a work-life balance. Some of these specifically plans pays, benefits, team initiatives include family-friendly benefits and engagements, activities, compensation, and work practices such as limiting overtime work, even goes as far as listening to the needs of the providing family health benefits, on-site employees when needed daycare, flexible scheduling, wellness programmes, and counselling. 3.1.4 CHALLENGES IN HUMAN RESOURCE PLANNING IN THE PUBLIC SECTOR  Motivation and Political Roles and Compensation Political Responsiveness Selecting civil servants based on their qualifications, whilst maintaining different Use of rationality, identifies self-interest and career paths for politicians and civil extrinsic incentives servants, leads to more effective Use of self-determination theory governance and economic growth, but with Employees must be thoroughly selected with notable exceptions. consideration for nurturing their public For senior civil servants, their duties, service motivation, rewarding competence, perceptions, and behaviours are influenced and fostering a passion for public service. by the country’s historical traditions, political culture, and even structural factors.  Representation Political Roles and and Diversity Political Responsiveness Active representation—where civil servants This typically tends to be a long-term actively advocate for and engage with endeavour , as it is littered with experiments diverse communities—creates a lasting that are difficult to assess or evaluate impact on the overall performance in public effectively. services. Steedman & Howes (1996) constructed HRP must address the level of discretion elements needed for a successful CS reform: allowed to civil servants, the importance of (1) precise and convincing rationale, (2) clear identity in specific contexts, the mission of objectives, (3) the President’s strong and the agency, the socialisation processes continuing commitment to reform, within the organisation, professionalism, and institutionalise, and continue personal the administrative level of staff whilst involvement, and (4) a coherent and phased providing effective representation. strategy which begins with the objectives and considers trade-offs ( recognising that achieving one objective may impact others) between them  3.2 RECRUITMENT AND SELECTION  3.2.1 Recruitment is the process of finding and attracting candidates to fill job vacancies within an organization. Importance of Recruitment It determines the current and future job requirement. It helps in increasing the success rate of selecting the right candidate. It attracts and encourages the applicants to apply for the vacancies in an organization. It helps in identifying the job applicants and selecting appropriate resources.  3.2.1 Objective of Recruitment The primary objective of recruitment is to set up a pool of qualified applicants who meet the job requirements that involve effective job advertising and strategic planning.  3.2.1 Selection refers to the assessing of candidates based on their expertise and experienced to narrow down the pool of applicants until they left the best person on the workplace. it involves many steps such as assessing qualifications, skills, experience, and it involves interviews and evaluation to determine the suitability of the applicant.  3.2.1 Importance of Selection It helps avoid any biasing while recruiting the right candidate. It provides a guideline to evaluate the candidate further through strict verification and reference-checking. It helps in comparing the different candidates in terms of their capabilities, knowledge, skills, experience, work attitude, etc. Objective of Selection To hire applicants who are suitable and can lead the workplace. 3.2.2 Merit and Fitness Principles in Recruitment and Selection Merit System Principle is a process where the appointments or promotion of the candidates refers to determining which candidates have the abilities, knowledge, and skills that is considered the most suitable to the job. Additionally, this principle commonly pertains to public sector organizations and government agencies and is often required by law. With the deregulation of appraisal and awards, agencies have gained the authority and freedom to effectively manage performance. The merit system principles provide a framework for responsible behavior and are key to mission success. The five component processes of effective performance management — planning, monitoring, developing, appraising, and rewarding. Fitness, on the other hand, in recruitment and selection often derives from various HR and management resources. It relates to how well candidates align with job requirements and organizational culture. 3.2.3 Recruitment Planning Recruitment Planning is a strategic process that outlines how an organization will attract, select, and onboard new employees. It serves as roadmap for hiring, ensuring that recruitment aligns with thr company’s goals and addresses current and futuring staffing needs. Identifying Vacancy This begins when the Human Resources Department receives requisitions from various departments within the organization, outlining the number of positions to be filled along with the corresponding duties and responsibilities. Job Analysis It clarifies job demands and the necessary qualifications for productive performance. This process helps identify key tasks and how to execute them effectively. 3.2.3 Recruitment Planning Job Description An important process and specifically it is a document which is descriptive in nature and contains the final statement of job analysis. This description is important for a successful recruitment process. It provides information about the scopes of job roles, responsibilities, and the positioning of the job in an organization. Job Specification Focuses on the qualifications needed for the candidates the HR team intends to hire. The first step involves compiling a list of all jobs within the organization along with their locations. The second step is to gather detailed information for each position. Job Evaluation A comparative process that analyzes and assesses the value of a job in relation to other positions within an organization. Its objective is to determine appropriate compensation for each job, serving as the foundation for salary and wage negotiations.  3.2.4 RECRUITMENT AND SELECTION PROCESS  Recruitment Process It involves the identification and analysis of vacant Recruitment positions. This includes detailing job specifications, Planning experience, qualifications, and required skills. An organized recruitment plan is essential for attracting potential candidates. The second step involves developing a strategy for Strategy hiring. After finalizing job descriptions and Development specifications, the organization must decide on the most effective recruitment strategy to attract suitable candidates.  The third process of recruitment where the resources are sourced depending upon the requirement of the job. Searching Searching involves attracting the job seekers to the vacancies. The sources are broadly divided into two categories: Internal Sources and External Sources. It starts after the completion process of sourcing the candidates. It is the process of filtering the applications of Screening the candidates for further selection process. Screening is the integral process where it helps in removing unqualified or irrelevant candidates, which were received through sourcing. Evaluation and The final stage that assesses the effectiveness and validity of the recruitment methods used. Given that Control recruitment is a costly process, thorough evaluation of its performance is essential. Selection Process  3.3 TYPES OF EMPLOYMENT INTERVIEW  3.3 TYPES OF EMPLOYMENT INTERVIEW A part of the recruitment and selection process includes an employment interview to fathom their capabilities from their experience and skills, and identify their qualifications for the job.  CIVIL SERVICE COMMISSION INTRODUCTION KEY FUNCTIONS Merit and Fitness-Based Autonomous Recruitment: Ensures fair and equal constitutional commission opportunities. in the Philippines. Policy Formulation: Develops guidelines for efficient personnel Responsible for public administration. servant employment and Dispute Resolution: Handles service standards. personnel disputes within the civil service.  CIVIL SERVICES INSTITUTE INTRODUCTION EMPLOYMENT INTERVIEW Conducted by the Human Established under CSC Resource Merit Promotion and Selection Board (HRMPSB) Resolution No. 1100972. according to Rule IX of 2017 Omnibus Rules on Appointment Focuses on training and and Other Human Resource Action developing civil servants Formats: In-person and online, to enhance competencies. especially during emergencies like COVID-19 (CSC Memorandum Circular No. 12, S. 2020).  3.3 TYPES OF EMPLOYMENT INTERVIEW Nondirective Interview Structured Interview Situational Interview Behavioral Description Interview  3.3.1 1. NONDIRECTIVE INTERVIEW This interview style is characterized by a fluid, conversational approach without a predetermined structure (George, T., 2023). Interviewers ask open-ended questions based on the candidate's responses, allowing for exploration of topics. ADVANTAGES DISADVANTAGES It fosters a comfortable The unstructured nature environment for can lead to lengthy candidates, encouraging interviews and challenges them to share insights and in data collection due to experiences. irrelevant information.  3.3.2 2. STRUCTURED INTERVIEW A systematic approach where interviewers follow a standardized set of questions. It is called the " patterned interview" by Robert McMurray (1947). This method aims to reduce biases and ensure consistency in evaluating candidates. Interviewers ask close-ended questions answered by yes, no, or maybe (Bika, N., 2023). ADVANTAGES DISADVANTAGES It enhances time The rigidity may limit efficiency and allows for candidates' ability to straightforward provide in-depth answers, comparison of responses. potentially missing valuable insights (George, T., 2023).  3.3.3 3. SITUATIONAL INTERVIEW This type focuses on hypothetical scenarios relevant to the job, assessing candidates' problem-solving and critical-thinking skills (Murphy, M., 2024). Applicants are encouraged to use the STAR method to answer the questions. It will be scored through a combination of rating scales, for instance, a 5-point Likert-type scale (Latham et al., 1980). ADVANTAGES DISADVANTAGES It provides insight into how Situational interviews can candidates prioritize and be time-consuming and approach challenges. require careful planning to implement effectively.  3.3.4 4. BEHAVIORAL DESCRIPTION INTERVIEW This type of interview assesses past behaviors as indicators of future performance, often utilizing the STAR method (Situation, Task, Action, Result). ADVANTAGES DISADVANTAGES There may be limitations in It targets essential soft scope, and interviewers might focus disproportionately on skills like teamwork and negative experiences shared leadership, increasing the by candidates. With the likelihood of hiring suitable diversity of each candidate, candidates. this type of interview is complex to analyze (Villiers, A., 2017). Situation: Describe the context within which you performed a task or faced a challenge. This sets the stage for your story. Task: Explain what your responsibility was in that situation. What were you required to accomplish? Action: Detail the specific actions you took to address the task or challenge. This is where you highlight your skills and decision-making process. Result: Share the outcomes of your actions. What happened as a result? If possible, quantify the results to emphasize your impact. 1. NONDIRECTIVE 2. STRUCTURED INTERVIEW INTERVIEW 4. BEHAVIORAL 3. SITUATION DESCRIPTION INTERVIEW INTERVIEW 1. NONDIRECTIVE 2. STRUCTURED INTERVIEW INTERVIEW 4. BEHAVIORAL 3. SITUATIONAL DESCRIPTION INTERVIEW INTERVIEW  3.4 WORKFORCE DIVERSITY & EQUAL EMPLOYMENT OPPURTUNITY  3.4.1 CONCEPT DEFINITION OBJECTIVE Inclusion of employees from To eradicate any biased WORKFORCE different backgrounds, races, treatment of individuals based on DIVERSITY cultures, genders, ages, religions, any external factor apart from and sexual orientation in the their work. (Pocket HRMS) workplace. (Aashish P., August 2, 2023) An employment practice where employers do not engage in To ensure that nobody will face EQUAL employment activities that are rejection or difficulties because EMPLOYMENT prohibited by law. Such as they’re in another group of people. OPPORTUNITY discriminating an applicant or (Nikoletta B., January 2024) employee base on its race, gender, political opinion, religion, social origin, and more and only base on its qualifications. (EEO and Law, WVSU, 2022)  Pre-Hispanic Era 3.4.2 During Spanish Colonization Post-Colonization Implementation of the 1987 Constitution of the Philippines (MILESTONES) Current Policies PRE-HISPANIC ERA Basic education was taught. Women were valued and treated equally. DURING SPANISH COLONIZATION women were prohibited from participating in political activities, voting, working, and studying. POST COLONIZATION Filipinos took over the Philippine government. IMPLEMENTATION OF THE 1987 CONSTITUTION OF THE PHILIPPINES Highest law of the land. contains the foundation for many laws, especially gender equality and non-discrimination in various sectors, including employment. CURRENT POLICIES Implementation of Amended Presidential Decree No. 442, also known as Labor Code. Implementation of Anti-Sexual Harassment Act. Implementation of Anti-Age Discrimination Act (RA 109911).