Human Resource Planning & Recruitment (PUAD 206)

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...

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 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 Monitor and workforce 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 a nd staffi ng, it is during HRP greatly contributes to the HRP that a n organisation or a necessary training a nd development company analyses the types of that employees need to a d a p t to their employees they need that coincide changing work environment. This with what the company stands for a nd tends to be continuous, so the HRP how it operates on a daily basis. on training a nd development strives According to the fundamentals of to exert eff orts where human resource human resource planning, an accurate management can further nurture their description for the job is made, staff once they are hired. applications come in, a nd the selection process starts.  Motivation Maintenance Employee behaviour c a n be HRP ensures that the company quite complex, just a s motivation c a n provides a safe, healthy, and easily deplete based with routine- work. Human resource benefi cialwork induces environment a work-life that Some balance. management specifi cally plans pays, benefits, of these initiatives include family- engagemen team activities, friendly benefi ts and work practices ts, even goes a s compensation, far a s listening to the such a s limiting providi family overtime healthwork, on- and needs of the employees when needed ng benefits, flexible site daycare programmes, a nd scheduling, wellne ,counselling. ss 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 qualifi cations, whilst Use of rationality, identifi es self- maintaining diff erent career paths interest and extrinsic incentives for politicians servants, leadsa nd to civil more Use of self-determination theory eff ective governance a nd economic Employees must be thoroughly growth, but with notable exceptions. selected with consideration for For senior civil servants, their nurturing their public service duties, perceptions, a nd behaviours motivation, rewarding competence, are infl uenced by the country’s a nd fostering a passion for public historical traditions, political service. culture, a nd even structural factors.  Representation Political Roles and and Diversity Political Responsiveness Active representation—where civil This typically tends to be a servants actively advocate for long-term endeavour , a s it is littered a nd engage with diverse with experiments that are diffi cult communities—creates a lasting to assess or evaluate eff ectively. impact on the overall performance in Steedman & Howes (1996) public services. constructed elements needed for a HRP must address the level of successful C S reform: discretion allowed to civil servants, (1) precise a(3) objectives, nd convincing the rationale, President’s the importance of identity in specifi c (2) clear strong and continuing refor contexts, the mission of the commitment m, institutionalise, to and continue agency, the socialisation personal involvement, a nd (4) a coherent a nd processes within the organisation, phased strategy which begins with professionalism, and the the objectives a nd considers trade- administrative level of staff off s ( recognising that achieving whilst providing eff ective one objective may impact others) representation. between them  3. 2 RECRUITMENT AND SELECTION  3.2. Recruitme 1 nt is the process of fi nding and attracting candidates to fill job vacancies within a n organization. Importance of Recruitment It determines the current an d future job requirement. It helps in increasing the success rate of selecting the right candidate. It attracts an d encourages the applicants to apply for the vacancies in an organization. It helps in identifying the job applicants and  3.2. Objective of 1 The Recruitment 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. Selecti 1 on refers to the assessing of candidates ba sed on their expertise a n d experienced to narrow down the pool of applicants until they left the best person on the workplace. it involves many steps such a s assessing qualifi cations, skills, experience, a n d it involves interviews and evaluation to determine the suitability of the applicant.  3.2. Importance of 1 Selection It helps avoid any biasing while recruiting the right candidate. It provides a guideline to evaluate the candidate further through strict verifi cation and reference-checking. It helps in comparing the diff erent 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 c a n d i d a t e s h a v e the abilities, knowledge, a n d skills that is considered the most suitable to the job. Additionally, this principle commonly pertains to public sector organizations a n d government a g e n c i e s a n d is often required b y law. With the deregulation of a p p r a i s a l a n d awards, a g e n c i e s h a v e g a i n e d the authority a n d freedom to eff ectively m a n a g e performance. The merit system principles provide a framework for responsible behavior a n d a re key to mission success. The fi ve c o m p o n e n t processes of eff ective performance m a n a g e m e n t — planning, monitoring, developing, appraising, and rewarding. Fitness, on the other hand, in recruitment a n d selection often 3.2.3 Recruitment Planning Recruitment Planning is a strategic process that outlines how a n organization will attract, select, a n d onboard new employees. It serves a s roadmap for hiring, ensuring that recruitment aligns with thr company’s goals a n d addresses current a n d futuring staffi ng 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 clarifi es job demands and the necessary qualifi cations for productive performance. This process helps identify key tasks and how to execute them eff ectively. 3.2.3 Recruitment Planning Job Description An important process and specifi cally it is a document which is descriptive in nature and contains the fi nal 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 Specifi cation Focuses on the qualifi cations 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  3.2.4 RECRUITMENT AND SELECTION PROCESS  Recruitment Process Recruitment It involves the identifi cation and analysis of vacant positions. This includes detailing Planning job specifi cations, qualifi cations, and experience, required skills. An organized recruitment plan is essential for attracting potential candidates. Strategy The second a step strategy involves developing for hiring. After Development finalizing specifi and decide cations,job the descriptions organization must on the most eff ective recruitment strategy to attract suitable candidates.  The third process of recruitment where the Searching resourcessourced are requirement depending of upon the the job. Searching involves attracting vacancies. The sourcesthe job areseekers to broadly divided into categories: the Internal Sources and External Sources. two It starts after the completion process of sourcing the candidates. It is the process of Screening filtering the applications of the candidates for further selection process. Screening is the integral process where it helps in removing unqualifi ed or irrelevant candidates, which were received through sourcing. Evaluation and The fi nal stage that assesses validity of the the eff ectiveness and recruitment Control methods recruitment used. Given is a costly process, thorough that evaluation of its performance is essential. Selection Process  3. TYPES OF 3 EMPLOYMENT INTERVIEW  3.. TYPES OF 3 EMPLOYMENT INTERVIEW A part of the recruitment a n d selection process includes a n employment interview to fathom their capabilities from their experience a n d skills, a n d identify their qualifi cations for the job.  CIVIL SERVICE COMMISSION INTRODUCTION KEY FUNCTIONS Meritand Fitness-Based Autonomous Recruitment: Ensures fair a n d constitutional equal opportunities. commission in the Policy Formulation: Philippines. Develops guidelines for effi cient personnel Responsible for public administration. servant employment Dispute Resolution: Handles a n d service personnel disputes within the standards. civil service.  CIIVIIL SERVIICES IINSTIITUTE INTRODUCTION EMPLOYMENT INTERVIEW Established under Conducted by the Human Resource Merit Promotion and CSC Resolution No. Selection Board (HRMPSB) 1100972. according to Rule IX of 2017 Omnibus Rules on Appointment Focuses on training and Other Human Resource Action and developing civil servants to enhance Formats: In-person and online, 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  3.3. 1 1.. NONDIIRECTIIVE This interview style is characterized b y a fluid, conversational a p p ro a c h without a predetermined IINTERVIIEW structure (George, T., 2023). Interviewers a s k o p e n - e n d e d questions b a s e d o n the candidate' ' s responses, allowing for exploration of topics. ADVANTAG DISADVANTA ES GES It fosters a The unstructured comfortable nature c a n lead to environment candidates, for lengthy interviews a n d encouraging them to in d a t challenges a collection d u e share insights a n d to irrelevant experiences. information.  3.3. 2 2.. STRUCTURED IINTERVIIEW A systematic a p p r o a c h where interviewers follow a standardized set of questions. It is called the " patterned interview" b y Robert M c M u r r a y (1947). This method aims to reduce biases a n d ensure consistency in evaluating candidates. Interviewers a s k close-e n d e d questions answered b y yes, no, or m a y b e (Bika, N., 2023). ADVANTAGES DISADVANTAGES It e n h a n c e s time The rigidity m a y limit effi ciency a n d allows candidates' ' ability to for straightforwar provide in-depth comparid son of answers, potentially responses. valuable insights missing (George, T., 2023).  3.3. 3 3.. SIITUATIIONAL IINTERVIIEW This t yp e focuses o n hypothetical scenarios relevant to the job, assessing candidates' ' problem- solving a n d critical-thinking skills (Murphy, M., 2024). Applican ts a re e n c o u r a g e d to use the STAR m e t h o d to answer the questions. It will b e s c o re d through a c o mb in a t io n of rating scales, for instance, a 5-point Likert-t yp e s c a l e (Latham et al., 1980). ADVANTAGES DISADVANTAGES It provides insight into Situational interviews how c a n d i d a t e s c a n b e time- prioritize a n d consuming a n d require a p p r o a c h challenges. careful planning to implement eff ectively.  3.3. 4 4.. BEHAVIIORAL DESCRIIPTIION This type of interview a s s e s s e s p a s t behaviors a s indicators of future performance, often utilizing the STAR method IINTERVIIEW (Situation, Task, Action, Result). ADVANTAG DISADVANTA ES GES There m a y b e limitations in It targets essential soft scope, a n d interviewers might focus skills like teamwork a n d disproportionately o n leadership, increasing bnegative experiences y candidates. With the likelihood of the hiring shared diversity of e a c h suitable candidate, this type of candidates. interview is complex to analyze (Villiers, A., 2017). Situation: Describe the context within which you performed a task or f a c e d a challenge. This sets the s t a g e for your story. Task: Explain w h a t your responsibility w a s in that situation. W h a t were you required to accompl i sh? Action: Detail the specifi c ac ti o n s you took to a d d re s s the task or challenge. This is where you highlight your skills a n d decision-making process. Result: Share the o u t c o m e s of your actions. W h a t h a p p e n e d a s a result? If possible, quantify the results to emphasize your impact. 1.. 2.. STRUCTURED NONDIIRECTII IINTERVIIEW VE IINTERVIIEW 4.. 3.. BEHAVIIORAL SIITUATIION DESCRIIPTIION IINTERVIIEW IINTERVIIEW 1.. 2.. STRUCTURED NONDIIRECTII IINTERVIIEW VE IINTERVIIEW 4.. 3.. BEHAVIIORAL SIITUATIIONA L DESCRIIPTIION IINTERVIIEW IINTERVIIEW  3. WORKFORCE 4 DIVERSITY & EQUAL EMPLOYMENT OPPURTUNITY  3.4.1 DEFINITI OBJECTIV C O NC E P ON E T Inclusion of employees from To e r a d i c a t e a n y bi ase d WORKFORCE diff erent backgrounds, races, treatment of individuals DIVERSITY cultures, genders, ages, b a s e d on a n y external factor religions, a n d sexual a p a r t from their work. (Pocket orientation in the workplace. HRMS) (Aashish P., August 2, 2023) An employment pr a c t i c e where employers d o not e n g a g e in To ensure that n o b o d y will EQUAL employment activities that are f a c e rejection or diffi culties EMPLOYMENT prohibited b y law. Such a s b e c a u s e they’re in another OPPORTUNITY discriminating a n a p p l i c a n t or group of people. (Nikoletta B., employee b a s e on its race, J a n u a r y 2024) gender, political opinion, religion, social origin, a n d more a n d only b a s e on its qualifi cations. (EEO a n d Law, WVSU, 2022)  Pre-Hispanic 3.4.2 Era During Spanish Colonization Post- Colonization Implementation of the 1987 Constitution of the (MILESTON Philippines ES) Current Policies PRE-HISPANIC ERA Basic education w a s 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 a s Labor Code. Implementation of Anti-Sexual Harassment Act. Implementation of Anti-Age Discrimination Act (RA 109911).