Module 7 People Resourcing Handout PDF

MODULE 7: PEOPLE RESOURCING People resourcing is the term used to describe Systematic workforce planning the employment activities of workforce planning and recruitment and selection that ensure the organization has the people it needs. Chapter 27: Work...

MODULE 7: PEOPLE RESOURCING People resourcing is the term used to describe Systematic workforce planning the employment activities of workforce planning and recruitment and selection that ensure the organization has the people it needs. Chapter 27: Workforce Planning Workforce planning is a process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present and the future, and implementing solutions so that an organization can accomplish its mission, goals, and strategic plan. Hard Workforce Planning vs Soft Workforce Planning Hard WP ○ ‘to serve as an indicator of the likely match or mismatch of the supply and demand for the right number of people with appropriate skills’ Soft WP Business plan ○ ‘to alert the organization to the sets out what the organization intends to do implications of business strategy for people development, culture and Forecast activity levels attitudes as well as numbers and skills’ affected by external factors such as demographic and political policy trends Incidence of Workforce Planning (in Graph) 1. Succession planning – 62 per cent; Scenario planning 2. Flexible working – 53 per cent; assessment of changes in the business and its 3. Demand/supply forecasting – 53 per cent; environment that can affect the organization 4. Skills audit/gap analysis – 49 per cent; 5. Talent management – 42 per cent. Data collection Qualitative internal data Reasons for workforce planning ○ business information on product/market 1. Planning for substantive reasons developments, proposed work system optimizing the use of resources and organizational changes; HR identifying potential problems while information on people (skills, minimizing the chances of making a bad performance, etc). decision Quantitative internal data 2. Planning because of the process benefits ○ workforce data on turnover, absence, understanding the present in order to demographics, skills audits, etc. confront the future as well as Qualitative external data ensuring that long-term thinking is not ○ PESTLE analysis covering the following driven out by short-term focus factors: political, economic, social, 3. Planning for organizational reasons technological, legal and environmental. communicating plans Quantitative external data linking HR plans to business plans ○ labor market – demographics, skills coordinating and integrating availability organizational decision making and actions Analysis  provide the basis for demand and supply Chapter 28: Recruitment and Selection forecasts INTRODUCTION Demand forecast Recruitment is the process of finding and estimating the future numbers of people engaging the people the organization needs required and the likely skills and Selection is part of the recruitment process competences they will need concerned with deciding which applicants or Managerial judgment candidates should be appointed to jobs ○ requires managers to sit down, About a third of new hires depart from their jobs think about their future 3 years from being recruited and this becomes a workloads, and decide how costly process especially when senior staff many people they need depart because the costs for them are more Ratio-trend analysis expensive compared to other employees ○ analyzing existing ratios The recruitment and selection process can be between an activity level and operated in 10 stages: the number of employees 1. Defining requirements working on that activity 2. Attracting candidates Work study techniques 3. Sifting applications ○ calculates how long operations 4. Interviewing/assessment centres should take and the number of 5. Testing people required 6. Assessing candidates Forecasting skill and competency 7. Obtaining references requirements 8. Checking applications ○ managerial judgment on the 9. Offering employment basis of an analysis of the 10. Following up impact of projected product/market developments Defining Requirements and the introduction of new The number and categories of people required technology may be set out in formal workspace plans from which are derived detailed recruitment plans Supply forecast Requirements may be expressed as: measures the number of people likely to be ○ Ad hoc demands for people because of available from within and outside the the creation of new posts organization ○ Expansion into new activities or areas; ○ Or need for a replacement Forecast of future requirements Requirements may be defined in the form of analyze the demand and supply forecasts to ○ Role profiles or job descriptions; identify any deficits or surpluses ○ And person specifications These provide the info required to post Action planning vacancies on: to satisfy future requirements ○ The company’s website derived from the broad resourcing strategies and ○ The internet or a social network site like the more detailed analysis of demand and LinkedIn supply factors ○ Draft advertisements ○ Brief agencies or recruitment Implement consultants flexible approach involving quick responses to Candidates may be assessed through interviews cope with challenges and selection tests Monitor and evaluate Role Profiles evaluate and amend the action plan if necessary  Define the overall purpose of the role, its reporting relationships, and the responsibilities Analyze recruitments and strengths and weaknesses involved Analysis should cover: For recruitment purposes, the profile is extended ○ National or local reputation of the to include information organization ○ On terms and conditions including pay, ○ Pay benefits, and hours of work ○ Employee benefits ○ On special requirements such as ○ Working conditions mobility, travelling, or unsocial hours; ○ Intrinsic interest of the job ○ And on learning, development, and ○ Security of deployment career opportunities ○ Opportunities for education and training The recruitment role profile provides a basis for ○ Career prospects a person specification ○ Location of office or plant Survey to obtain views of existing employees Person Specifications and take account of their opinions Recruitment or job specifications ○ Glassdoor → business that publishes Define the knowledge, skill, and abilities reviews of organizations based on required employees What the job holder is expected to know and be Think of it as like this: the candidates are selling able to do themselves, but also buying what the May also define behavioral competencies organization has to offer required to carry out the job The analysis/study can be used to develop the List out things that are expected for the job employee brand and the employee value holder to achieve → develop new markets or proposition → It can also be used on recruitment products, improve sales, etc. material What to do when stating the person specifications: ○ Do not overstate what is required Employer Brand ○ Do not set unrealistically high level for Employer brand is the image presented by an candidates increases problems of organization as a good employer–”a great place attracting applicants and can lead to to work” dissatisfaction among recruits when The concept of employer brand is associated they find their talents not being used with what the employee experience which The requirements defined in a person covers everything that people encounter, specification are a fundamental feature of the observe, and feel during the course of their selection process and they are used as basis for employment forms its beginning and onwards structured and competency-based interviews To develop an employer brand, it is necessary and provide guidance on which selection to: techniques will be useful ○ Define the brand ○ Selection techniques → psychological ○ Analyze the best candidates testing or assessment centres ○ Develop employer value proposition (what can the company offer) Attracting candidates ○ Use social media to market what it is like Involves: to work for the company ○ Analysing the strengths and ○ Use recruitment content marketing → weaknesses of the organization as an maintain social media presentations employer ○ Benchmark the approaches of other ○ Developing the employer brand and organizations employee value proposition ○ Check Glassdoor data ○ Analysing the requirements ○ Considering how the requirements Employee Value Proposition should be satisfied  What does the company offer to prospective or ○ Can revolutionize recruitment, especially existing employees in larger organizations Developing this needs to give reference to the ○ Algorithms can sift CVs company’s: ○ Data Mining Algorithms: search social ○ Reputation as business and employer media postings ○ Working environment ○ Google Hire: applicant tracking system ○ Approach to inclusion and diversity that complements the Google for Jobs ○ Approach to work-life balance ○ Gamification: used by the US Army; ○ Approach to employee wellbeing level of skill in paying is an indication of ○ Location their potential as a soldier ○ Career opportunities available Corporate Websites ○ Scope provided for learning new skills ○ Gives details of vacancies, person ○ Terms and conditions (pay, benefits) specifications, benefits, and how to apple Analyze the requirement – producing the recruitment ○ Up to date content; easily accessible, specification provides contact info What jobs need to be filled and by when? Commercial Job Boards Knowledge, skill and ability, and competency ○ Large databanks of vacancies requirements are analyzed to determine the ○ Specialized sites, one or two sites only, qualifications needed for the job pay to obtain a prominent site Refer to strengths and weaknesses Advertising ○ What is likely to attract candidates ○ The most obvious method of attracting ○ What can put them off candidates ○ Many organizations prefer to use online Consider how the requirements should be satisfied recruitment, agencies, or consultants Internal candidates first ○ Should aim to attract a sufficient number ○ Persuade former employee to work of good candidates for a minimum cost again ○ Appropriate medium; attract attention; ○ Offering rewards, etc. create and maintain interest; stimulate Candidate relationship management systems action ○ Allow recruiters to maintain a pool of ○ Remember anti-discrimination potential candidates at short notice legislation (no sexist language, no discrimination based on race; no age Sourcing Candidates discrimination) Consideration should be given to which are Recruitment Agencies more likely to attract the type of person wanted ○ Quick and effective but expensive The invitation to apply should be tailored to fit ○ Can be cheaper to advertise or use the the type of candidates wanted internet Online Recruitment ○ Agencies should be briefed carefully on ○ Uses the internet to advertise or post what is wanted vacancies, provides info about the job Recruitment Consultants ○ Candidates can apply online and can ○ Advertise, interview and produce a complete tests online as well shortlist ○ Pros: can reach a wider range, cheaper ○ Provide expertise and reduce workload and quicker ○ Check their reputation and expertise Social Media ○ Agree terms of reference; give bried on ○ LinkedIn: enables employers to search the organization; provide assistance; for potential candidates check the proposed programme; clarify ○ Matching technology: takes the arrangements; clarify the basis of fees; principles of online dating into job ensure that arrangements are made to searching deal directly with the consultant who wil Use of AI handle the assignment  Executive search consultants ○ Screened by comparing the information ○ Use only for senior jobs where there is available about them with the criteria in onlu a limited number of suitable people the person specification and a direct lead to them is wanted ○ General Data Protection Regulation ○ Headhunters are not cheap but can be (GDPR) – candidates are told if they are quite cost effective to be subjected to an automated ○ Has direct and numerous contacts process ○ Do not use one unless reliable ○ Screening Criteria Headings recommendation is obtained Essential – criterion must be Educational and training establishments satisfied ○ Jobs can be filled by school leavers Very Desirable – preference will ○ Main source of recruits for training be given to those who meet this schemes will be unis and colleges criterion Comparison of sources Desirable – will be given ○ There is usually a choice between favourable consideration but is different methods or combinations of not an essential requirement them ○ Sift applicants using biodata (has ○ Criteria for making the choice: 1. qualifications and experience which Likelihood that it will produce good indicate that individuals are likely to be candidates; 2. The speed with which the suitable) choice enables recruitment to be ○ Applicants can be sorted into: possible, completed; 3. The cost involved marginal, and unsuitable Draw up an interviewing programme Managing the recruitment process ○ Set out the arrangements for the various Recruitment Process Advertising (RPO) types of interviews that can be ○ Used when an org commissions a conducted provider to take responsibility for for the ○ May consist of preliminary interview, end-to-end delivery of the recruitment ○ It is best not to schedule too many f2f process interviews ○ Some companies only use RPO for Administering the selection program high-volume vacancies ○ Shortlisted candidates can be invited to Examining information from candidates an interview ○ Candidates can respond to an online ○ Review the remaining possibles and notice or an advertisement with a marginals dormal application with CV ○ Send out rejection letters ○ Ensure that all candidates are Thank candidates for interest considered on the same basis against but inform them briefly in a kind the person specification manner that they were not ○ Decide what criteria for selection are; successful keep question clear; bare minimum od personal details; offer different options Selection Methods and guidance for completing and Selection is to assess suitability of candidates by viewing application forms predicting the extent to which they will be able to Processing applications carry out a role successfully ○ Computer-based applicant tracking Do the characteristics of applicants match system can be used when there is a person specifications? large no. of candidates Who gets to be hired? ○ List the applications on a recruitment database Selection Interviews Screening applications Interview is most familiar method of selection Gets info from candidates → prediction → selection decision  Face-to-face interview establishes rapport Can lack validity in making sound prediction of between interviewer and candidates performance ○ F2F is better than zoom, skype, etc. as Rely on skill of interviewer a medium for interviewing Do not necessarily assess competence in meeting the demands of the job Structured Interviews Can easily involve stereotyping and leading to Based on defined framework with predetermined biased judgment questions How to avoid disadvantages? Same questions for every candidate ○ Have structured interview Can include experience-based questions and ○ Get second opinion situational questions ○ Establish selection board or panel Competency-based interviews Bias in interviews Structured interview where candidates need to Halo effect establish their competencies required to perform ○ Good qualities color over less attractive the job qualities Used to select graduates or college/school Successive contrasting bias leavers when not possible to assess based on ○ Phenomenal candidate makes work experience interviewer to judge succeeding ○ Can ask education and extra-curricular candidates negatively experience Confirmation bias ○ Seeking and interpreting information Strength-based interviews from candidates that confirm Structured interview to find out what candidates pre-existing beliefs are good at doing rather than what they are Groupthink capable of doing ○ When lots of people are in a recruitment Used with graduates who have little work decision, people may favor the opinion experience of the stronger personality Can be merged with experience-based and Anchoring bias situation-based questions ○ Using initial piece of information to influence subsequent judgment Unstructured interviews People tend to pair new information with General discussion subjective memories → forming opinions that Random questions and nonspecific feel objectives but are not Judged based on general impression Using AI on who should be invited for an Subjective process interview is also not effective because it relies on Low predictive validity already existing information ○ Algorithm developed measures of Advantages and disadvantages of selection success from CVs which is from interviews technology sector that is majorly Advantages composed of men Explore extent to which candidate matches with Bias is reduced if more than one interviewer is job involved Interviewers can describe job and organization Managers should be focusing on skills and not in detail personality when it comes to interviews Provide opportunities to candidates to ask Making the assessment not alphabetical can Face-to-face encounter → what it is like to work also help; assessing through order of with the person submission or random Give candidate same opportunity to assess the Removing the names, age, and sex when organization, interviewer, and job assessing CVs also help in reducing bias on Disadvantages who to invite for interview Selection Testing Norms Used to provide valid and reliable evidence of ○ Score of one person must be compared levels of abilities, intelligence, etc. through with scores achieved by the population psychological tests on whom test was standardized Criterion scores Intelligence Tests ○ Using relationship between test scores Measure a range of mental abilities that makes a and indication of what test is designed person succeed in an intellectual task to measure Intelligence has high predictive validity The Use of Tests in a Selection Procedure Personality Tests Can be used where a large number of Attempt to assess personality of candidates in candidates have to be assessed and where it is order to make predictions about their behavior in not possible to rely on exam results or info about a role previous experiences as basis for future Can provide interesting supplementary performance information about candidates → free from biased interactions Assessment Centres Tests should be developed by psychologist or Assemble a group of candidates and use a test agency range of assessment techniques over a concentrated period with the aim of providing a Ability Tests more comprehensive and balanced view of the Verbal Reasoning suitability of individual members of the group ○ ability to comprehend, interpret, and Simulate key dimensions of the jon draw conclusions from language Gamification: used to test reasoning power Numerical Reasoning Candidates are interviewed and tested ○ “ from numerical information Performance is measured in several dimensions Spatial Reasoning Obtain more information about candidates than ○ understand & interpret spatial relations the conventional interview between objects Expensive and time consuming Mechanical Reasoning Used mostly for managerial positions ○ understand everyday physical laws such as force & leverage Choice of selection methods Ability of a selection method or combination of Aptitude Tests methods to predict future performance Occupational or job-related tests Predictive ability Assess extent to which people can do work Schmidt and hunter – intelligence is a predictor Can only be used if candidate is already trained of job performance because intelligent people or familiar with job acquire job knowledge more rapidly and acquire Work sample tests may be conducted more of it ○ Most effective in predictive ability: Characteristics of a good test structured interviews and intelligence Provides data that enables reliable predictions of tests performance or behavior Based on data that provides standardized Making the decision criteria derived by same instrument Identify the candidates who have the abilities Two Key Characteristics and personality that most closely match the ○ Reliable → always measures the same specification for the job (person-job fit) characteristic no matter the person Make a choice if there is more than one possible ○ Valid → measures what it is supposed to candidate measure ○ If there is no one available, it is better to start the selection process again rather Interpreting test results than hire someone out of desperation  Avoid superficial or prejudiced decisions based Better to identify any problems at this stage than on appearances rather than the reality of what allow them to fester the candidate has to offer Also a means to check on the selection procedure Provisional offers and obtaining references Misfits can be attributed to: inadequate person Normally subject to satisfactory references specification, poor sourcing, weak The main purpose of a reference is to obtain in advertisement, poor interviewing techniques, confidence factual information about a inappropriate or invalidated tests, prejudice of prospective employee selector Period of employment; job title; what work was carried out; pay rate; absences; possibility for Dealing with recruitment problems re-emploment Some vacancies can be difficult to fill References – legal aspects Do not hire people who do not meet the ○ Should state that provisional offer is specification subject to the receipt of satisfactory Ensure that all possible sources of candidates references have been used ○ There is no common law duty to provide Consider ways to make the job vacancy more a reference but there is a moral duty attractive ○ If containing false or unsubstantiated Consider ways to improve the employer brand statements Check if specifications are realistic ○ It is possible to succeed in a claim for Consider whether it is necessary to improve the damages if it can be shown that the package offered reference provided was negligent Discuss ways to carry out the work with existing because reasonable staff (not ideal) Checking applications Many candidates lie or misrepresent on their application It is always advisable to check with universities, Chapter 29: Talent Management professional institutes and previous employers that the facts given by applicants are correct When it comes to the survival of the company, ○ Interview questions about actual the quality of the people they employ is integral experience These people are known as the talent ○ Detailed application forms with questions related to the skills, Two critical issues in talent management: knowledge and competencies The ability to assign people to a position they ○ Identification check must be at ○ Electoral register check Their typical performance must be similar to ○ Credit reference agency check their maximum performance Offering employment What is talent management? Final stage of the selection procedure It is the process of ensuring that the organization Applicant has passed the all the necessary is hiring the right people in the right position for requirements the betterment of the company Contract of employment should also be ○ The idea is as easy as matching type: prepared at this stage you match the answer based on the description that best describes them. Following up Making it in the context of the company, Follow up on newly engaged employees to you match people with positions that ensure that they have settled in and to check on need their skills how well they are doing  Talent: what people must have in order to iii. This aims to ensure that the perform well in their position; their skills and organization has the right talent capabilities in accordance with the rapidly Talent management is based on the proposition changing business condition that those with the best people win iv. These people can be trained in ○ The success of a company depends on the long run the ones who fuel it– the workers v. Better than the management ○ If you hire incompetent workers, it is succession plan (they assess likely that the company will fall down employees and train them to be ○ If you hire competent workers yet do not successors of the company.) fully utilize their talent, chances are they b. How is talent on demand policy better would quit or would bring incapacity to than management succession plan? work i. Flexibility- people are readily A form of growth within available ○ Talent management is indeed a growth ii. TODP is an immediate from within. It is increasing the likelihood response of the company working as a iii. Cost-efficient since it does not stand-alone organization without need long-term planning for partnerships; only to the people involved training WITHIN the organization iv. More equal treatment among There are multiple versions of talent the employees (harmony) management but in one way or another, it can 2. Inclusion in talent management programme cover such traditional HRM activities as: policy ○ workforce planning a. Who should be in the talent ○ recruitment management program? ○ Managing employee retention b. Exclusive and inclusive approach ○ Performance management i. Exclusive: insert people with ○ Potential assessment high potential; more common ○ Leadership and management ii. Inclusive: Seeing everyone as a development potential talent ○ Succession planning c. Four definitions of talent (see page 364) ○ Career planning 3. Talent pool policy a. Create inclusive talent pools that contain TALENT MANAGEMENT POLICY a proportionate number of people from An organization's approach to attracting, diverse backgrounds developing, managing, and retaining employees to meet its business goals. TALENT MANAGEMENT STRATEGY Serves as a guiding document for how the A view on how to acquire and nurture talent organization manages its workforce, ensuring wherever it is and whether it is needed by using that talent strategies align with the overall a number of interdependent policies and mission and values. practices. An organization must follow a policy decision for Bundling in action development: Must include the establishment of an employer 1. Talent on demand Policy brand and employee value proposition that will a. Whether to adopt a Talent on-demand attract high-quality candidates i. Talented people are available as Its aim can be expressed as being to: required to meet emerging news ○ Generate and maintain a talent pool for senior managers or other ○ Develop the organization as an key staff employer of choice–desirable to current ii. emphasizes quick access to and potential employees skilled personnel  ○ Plant and implement a recruitment and Contains resources of talented people required selection program that would recruit by an organization to ensure that vacancies for good talents people in pivotal roles can be filled readily ○ Plan and implement a talent retention Talent management strategy indicates the size program of the talent pool ○ Introduce reward policy Criteria of who can be added must be defined ○ Design and develop organization soles The Civil service department uses three that would provide employees with the corporate leadership councils: opportunity to grow ○ Ability ○ Implement a talent development ○ aspiration program ○ Engagement ○ Recognize talents through rewards Fernandez-Araoz (criteria) ○ Motivation THE PROCESS OF TALENT MANAGEMENT ○ Curiosity Establish a talent pool from which people can be ○ Insight obtained ○ Engagement ○ It is similar to a stock if you think about ○ determination it; reserves; ad hoc; behsoc wise, JOs Talent pipeline RESOURCING ○ A proactive strategy used by Is the first step in creating a talent pool organizations to identify, recruit, and Ensuring that the organization obtains the right develop individuals who have the people with the right skills in the future roles potential to fill future roles, particularly Role specification for recruiting purposes should critical positions. define the competencies required to progress in Talent management policies and strategies the organization determine the scope of the talent pool and Interviewers must be trained enough to influence workforce plans administer the recruitment process Is usually a responsibility of the talent OVERALL PROCESS FLOW: management function of the organization but is 1. Talent Management Policy is established to often carried out by a recruitment specialist guide the entire talent management process. Must consider ways of how to attract and retain 2. The Business Plan defines the organization's these talents strategic goals and talent needs. 3. Based on the business plan, a Talent IDENTIFYING TALENTS Management Strategy is developed to address Managers are the ones who assess potential those needs. and make recommendations on who should be 4. Workforce Planning is conducted to forecast included in such a program future workforce requirements and identify gaps. Three box method 5. Resourcing brings in the talent required to fill Campbell and Hirsh (2013)->Uk police force immediate and future roles. uses five categories for talent development: 6. Talent Identification assesses individuals with 1. Performance difficulties in their roles potential to contribute to the organization’s future 2. Good match now success. 3. Lateral development 7. Talent Development prepares these individuals 4. Ready to go now through targeted training and development 5. Ones to watch programs. Nine-point performance (see the book 8. The organization builds a Talent Pool of ready reference) and capable individuals who can step into critical Line managers are not necessarily qualified to roles when needed. handle talents Should be reviewed by a talent specialist or TALENT POOL better yet, a talent panel  Always communicate to the employee why they need the assessment TALENT DEVELOPMENT Process of ensuring that talented employees gain the skills and experience required to fulfill the promise Talent pool is basically a collection of talented people yet there should still be room for improvements for these people, hence explain the importance of managing them Involves: 1. Leadership and management development Managers had the leadership and managerial qualities required to achieve success A leadership development program ensures that there is someone prepared to accept leadership roles 2. Management development Program that aims to enhance the ability of participants to achieve their goals by directing and controlling a whole range of resources including people 3. Career Development Shaping the progression of individuals within the organization in order to provide those with promise a sequence of experiences and learning activities that will equip them from whatever level of responsibility they have the ability to reach the ongoing process of managing and planning an individual's progress in their professional life. It involves gaining new skills, advancing in a current job, transitioning into new roles, and working towards long-term career goals. CAREER DEVELOPMENT PATHWAYS Talented people can take to advance their careers within the organization by moving vertically or diagonally upward (moving vertically but on a different department) or laterally (same position but different path) as opportunities arise.