22/09/2013
1
Human Resource Management
HR Planning & Recruitment
Fall Semester 2013
1. Introduction to the recruitment & selection process
2. Explain the main techniques used in employment
planning and forecasting.
3. Explain and give examples for the need for effective
recruiting.
4. Name and describe the main internal sources of
candidates.
5. List and discuss the main outside sources of
candidates.
LEARNING OUTCOMES 22/09/2013
2
HRP is the process through which organisational goals are
translated into HR goals concerning staffing levels and
allocation.
Involves forecasting HR needs for an organisation and
planning the necessary steps to meet these needs.
From these HR goals an integrated set of policies and
programs are developed.
Is directly linked to strategic business planning.
Ensures the organisation will fulfil its future business
plans in terms of financial objectives, output goals,
technologies and resource requirements.
22/09/2013
3
Human Resource Planning (HRP)
Six steps of effective HRP
◦ environmental scanning—identify and anticipate sources of
threats and opportunities, scanning the external environment
(competitors, regulation) and internal environment ( strategy,
technology, culture)
◦ labor analysis—project how business needs will affect HR needs,
using qualitative methods (e.g., Delphi, nominal) and quantitative
methods (trend analysis, simple and multiple linear regression
analysis)
◦ supply analysis—project resource availability from internal and
external sources
◦ gap analysis—reconcile the forecast of labor supply and demand
◦ action programming—implement the recommended solution from
the gap analysis
◦ evaluation—monitor the effects of the HRP by defining and
measuring critical criteria (e.g., turnover costs, break-even costs
of new hires)
Linking Employer’s Strategy to Plans 22/09/2013
4
Planning and Forecasting
Employment or Personnel Planning
◦ The process of deciding what positions
the firm will have to fill, and how to fill
them.
Succession Planning
◦ The process of deciding how to fill the
company’s most important executive
jobs.
What to Forecast?
◦ Overall personnel needs
◦ The supply of inside candidates
◦ The supply of outside candidates
HRP asks the following questions:
What are the strategic drivers impacting on the business
over the next 5-10 years?
What are the requirements to meet the Business Plan?
What work needs to be done to achieve these outcomes?
What organisational structure would best meet this need?
What are the high level capabilities required to
successfully do the work?
22/09/2013
5
HRP asks the following questions:
How can these capabilities be acquired and/or developed
in the workforce in the short, medium and long term?
How can these requirements be best met with current
financial resources?
What are the capabilities of the current workforce? Are
they near retirement or going on leave?
What are the consequences of not engaging in workforce
planning to meet future strategic directions?
22/09/2013
6
Forecasting Personnel Needs
Copyright © 2011 Pearson Education
5–
11
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
Stage 1 - Involves the analysis of environmental factors,
organisational direction, internal workforce and external
workforce.
22/09/2013
7
Copyright © 2011 Pearson Education
5–
13
A Simplistic Example
Note: After fitting the line,
you can project how many
employees are needed,
given your projected volume.
Hospital Size
(Number
of Beds)
Number of
Registered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
Stage 2 - Forecasting is the method used to determine the
supply and demand of human resources to predict areas within
the organisation where there will be future labour shortages or
surpluses.
Forecasting involves statistical and/or judgmental methods.
Supply forecasts are used to predict worker flows and
availabilities.
Methods used include:
succession or replacement
charts
skills inventories
labour market analysis
Markov or transition
matrices – these describe
the probabilities of
moving from one state to
another in a dynamic
system
Methods used include:
Personnel Ratios
managerial estimates
sales predictions
simulations/modelling
projected turnover 22/09/2013
8
Copyright © 2011 Pearson Education
5–
16
FIGURE 5–4 Management Replacement Chart Showing Development
Needs of Potential Future Divisional Vice Presidents 22/09/2013
9
Skills Inventory
www.expertsmind.com 22/09/2013
10
The purpose of setting goals is to focus attention on any
problems and address these.
Goals should include specifics about what should happen
with a job category or skill area and the timetable for
when goals should be achieved.
Options for reducing a labour surplus include:
Downsizing
Pay reductions
Demotions
Transfers
Work sharing
Retirement
Natural attrition
Retraining
Post a Comment