W E E K

Planning for and Recruiting

2
Human Resources
The Process of Human Resource Planning
Recruiting Human Resources
Recruitment Sources
Recruiter Traits and Behaviors

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Human Resource Planning

Figure 5.1 2-2

Introduction
 Human resource planning is a process by
which an organization ensures that
 it has the right number and kinds of
people
 at the right place
 at the right time
 capable of effectively and efficiently
completing those tasks that will help
the organization achieve its overall
strategic objectives.

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 10.3

1. Determine 2. Determine
future needs future
turnover
Steps
Involved in
Strategic
Human
Resources
4. Offer Planning
training and 3. Recruit,
developmen hire, or layoff
t as necessary 2-4
HUMAN RESOURCE PLANNING

 The development of a
comprehensive staffing strategy
for meeting the organization’s
current & future human resource
needs.
 An effort to anticipate future business
and environmental demands upon and
organization and to provide personnel
to fulfill that business and satisfy that
demand.

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HR Planning Process
 HR Strategies
 The means used to anticipate and manage the supply of and
demand for human resources.
Provide overall direction in which
HR activities will be developed and
Overall managed.
Strategic Plan

Human Resources
Strategic Plan

HR Activities
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Linking Organizational Strategy
to Human Resource Planning
Assessing current human resources
 Succession planning
 includes the development of replacement charts
 portray middle-to-upper level management positions that
may become vacant in the near future
 lists information about individuals who might qualify to
fill the positions

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Linking Organizational Strategy
to Human Resource Planning
Predicting the Future Labor Supply
 Decreases in internal supply come about through:
 Retirements
 Dismissals
 Transfers-out
 Lay-offs
 Voluntary quits
 Sabbaticals
 Prolonged illnesses
 Deaths

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Linking Organizational Strategy
to Human Resource Planning
 Retirements are the easiest to forecast.
 Other factors are much more difficult to project.
 Dismissals, transfers, lay-offs, and sabbaticals are more
easily controlled by management.

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Linking Organizational Strategy
to Human Resource Planning
Where Will We Find Workers
 migration into a community
 recent graduates
 individuals returning from military service
 increases in the number of unemployed and employed
individuals seeking other opportunities, either part-time
or full-time
The potential labor supply can be expanded by formal
or on-the-job training.

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Linking Organizational Strategy
to Human Resource Planning
Matching Labor Demand and Supply
 Employment planning compares forecasts for demand
and supply of workers.
 Special attention should be paid to current and future
shortages and overstaffing.
 Decruitment or downsizing may be used to reduce
supply and balance demand.
 Rightsizing involves linking staffing levels to
organizational goals.

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Linking Organizational Strategy
to Human Resource Planning

Employment Planning and

the Strategic Planning Process

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Estimating Internal Labor Supply

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Elements of Effective HR Planning

3. Implement Plans to Balance Supply and

Demand

2. Forecast Future Internal/External Candidates

(Supply)

1. Forecast Future HR Needs (Demand)

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Forecasting Future HR Needs (Demand)
Forecasting based on:
 projected turnover
 quality and nature of employees relative to needs
 decisions regarding product quality and new markets
 plans for technological and administrative change to increase
productivity and reduce headcount
 financial resources available

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Forecasting Future HR Needs (Demand)
Quantitative Approaches:
 Trend analysis: review past employment levels
 Ratio analysis: ratio of business activity/employees
 Scatter plot: graph of business activity/employees
 Regression analysis: statistical relationship between business
activity and employees

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 Forecasting Future HR Needs
(Demand)
Qualitative Approaches:
2. Nominal Group Technique
 experts meet face-to-face
 group discussion facilitates exchange of ideas
 possible subjectivity, group pressure
3. Delphi Technique
 experts work independently
 wide range of views
 difficult to integrate diverse opinions
4. Managerial judgment

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 Forecasting Future HR Supply:

Markov Analysis
tracking the pattern of employee movements through
various jobs and developing a transitional probability
matrix

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 Forecasting Future HR Supply
Skills/Management Inventories
summary of each employee’s education, experience,
interests, skills
for managers, also includes managerial
responsibilities, duties in current/previous positions,
management training

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 Forecasting Future HR Supply
Replacement Charts/Summaries
visual representations of likely internal replacement
employees for each position, including age, present
performance rating, promotability status
replacement summaries also list relative strengths and
weaknesses, current position

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 Forecasting Future HR Supply
Succession Planning
 analyze demand for managers/professionals
 audit existing executives, project future supply
 individual career planning/career counselling
 accelerated promotions
 performance-related training and development
 planned strategic recruitment

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 Forecasting Future HR Supply
External Candidates
general economic conditions
national labour market conditions
local labour market conditions
occupational market conditions

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Balancing Supply and Demand
Dealing with a Labour Surplus
 hiring freeze
 attrition
 early retirement buyout programs
 reducing hours (job sharing, work sharing, reduced workweek)
 layoffs; supplemental unemployment benefits
 termination with severance package

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Balancing Supply and Demand
Dealing with a Labour Shortage
overtime
hiring temporary employees
subcontracting work
external recruitment
transfers
promotions

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 Balancing Supply and Demand
Canada’s Looming Labour Shortage
 over next 20 years, baby boomers will retire, creating a critical
undersupply of labour
 retention of older workers
 more Aboriginals, visible minorities, females
 more apprenticeships
 aggressive external recruiting
 offer flexible work arrangements

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Balancing Supply and Demand
Flexible Work Arrangements
sought by younger workers to achieve work-life
balance
sought by older workers to bridge to retirement
also assists in meeting customer needs

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Developing and Using a
Strategic HR Plan
Issues
in Matching the Supply of Labor with the
Demand for Labor
 Succession Planning
 Managing a Human Resources Surplus
 Outplacement Services
 HR Planning in Mergers and Acquisitions

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Managing a Human
Resources Surplus
Workforce Realignment
 “Downsizing”, “Rightsizing”, and “Reduction in Force”
(RIF) all mean reducing the number of employees in an
organization.
 Causes
 Economic—weak product demand, loss of market share to
competitors
 Structural—technological change, mergers and
acquisitions

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Managing a Human Resource
Surplus (cont’d)
 Downsizing Approaches
 Attrition and hiring freezes
 Not replacing departing employees and not hiring new
employees
 Voluntary Separation Programs
 Early retirement buyouts offer incentives to encourage
senior employees to leave the organization early.
 Layoffs
 Employees are placed on unpaid leave until called back to
work when business conditions improve.
 Employees are selected for layoff on the basis of their
seniority or performance or a combination of both.

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Placement
Person-job Fit
 Matching the knowledge, skills and abilities (KSAs) of
people to the characteristics of jobs (tasks, duties and
responsibilities–TDRs).

KSAs = TDRs = Job Success?

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What is a Job?
 Job
 A group of related activities and
duties
Job
 Position
 The different duties and
responsibilities performed by
only one employee Job Job Job
 Job Family
 A group of individual jobs with
similar characteristics

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Person/Job Fit

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Approaches to
Understanding Jobs
1. Workflow analysis
2. Job design
3. Job analysis
4. Job descriptions and job specifications

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Workflow Analysis
Workflow Analysis
 A study of the way work (inputs, activities, and
outputs) moves through an organization.

Inputs
Activities Outputs
People
Tasks and Goods and
Materials
Jobs Services
Equipment

Evaluation

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Job Design
Organizing tasks, duties, and responsibilities into a
productive unit of work.

Job Design

Job Job Physical and

Performance Satisfaction Mental Health

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Job Analysis
Job Analysis is a systematic exploration of the
activities within a job.
It defines and documents the duties, responsibilities
and accountabilities of a job and the conditions under
which a job is performed.

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Job Analysis
Goal
 Determine the duties and responsibilities of a particular
job
 Determine how the job relates to other jobs and the level
of importance of the job
 Determine the necessary qualifications in order to
perform the job
 Determine the working conditions associated with the
job.

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Uses of Job Analysis
Information
Compensation and job evaluation
Recruitment and selection
HR planning
Training and Development
Performance Appraisals

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Job Analysis:
What is Analyzed?
 Work activities
 Schedule
 Location
 Materials used
 Job performance
 Skills and training
 Supervision, promotions
 Products, services

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Job Analysis: The Big Picture
The relationships among job analysis,
planning, recruitment and selection

Job Analysis HR Planning

Recruitment
Nature and Number of
requirements Pool of Qualified specific jobs
Applicants
of specific jobs to be filled

Selection
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Job Analysis Methods:How do you
collect the information?

Interviews

Structured Questionnaire

Direct Observation

Logbooks / Work Diaries

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Interviews
 Most commonly used method
 very adaptable
 Usually conducted with
 job incumbents
 technical experts
 supervisors
 Questions like:
 what are your most typical duties?
 How long do they take?
 How do you do them?
 Caution: people may misrepresent/exaggerate job

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Questionnaire
Lists of many (>200) job characteristics and
activities
 rated in term of frequency and importance

method is most useful for comparing jobs

very commonly used (esp. with interviews)

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Observation
Unobtrusive method
 camera; video; audio

Excellentfor understanding and appreciating

conditions under which job is performed

Allows analyst to experience aspects of job that

worker may not be aware of

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Logbook / Worker Diaries
Worker makes systematic entries in book outlining
activities
May be useful for jobs that are difficult to observe
Caution, not commonly used
 too much variance in writing skills
 can exaggerate tasks performed

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Outcomes of Job Analyses
 Job Description
 written statement of a job and its requirements(tasks to
perform)
 Job Specification
 written statement of the necessary qualifications of the job
incumbent
 Education
 Experience
 Specialized training
 Personal Traits
 Manual dexterity

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Determining Job Requirements
Nature of: Basis for:
Job Analysis
• What employee does
• Why employee does it • Determining job requirements
• How employee does it

Job Description
• Summary statement of the job • Employee orientation
• List of essential functions of the • Employee instruction
job • Disciplinary action

Job Specification
• Personal qualifications required in • Recruitment
terms of skills, education and • Selection
experience • Development

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WHAT JOBS SHOULD BE ANALYZED
FIRST?
Jobs where adverse impact in hiring has occurred
Entry-level jobs
Jobs whose content has changed
Jobs with incumbents having poor performance or
high turnover

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Job Analysis
 Job Descriptions
 Written statement of what jobholder does, how it is done,
under what conditions and why.
 Common format: title; duties; distinguishing characteristics;
environmental conditions; authority and responsibilities.
 Used to describe the job to applicants, to guide new
employees, and to evaluate employees.
 Identification of essential job functions is needed to assure
compliance with Americans with Disabilities Act.

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Key Elements of a Job
Description
 Job Title
 Indicates job duties and organizational level
 Job Identification
 Distinguishes job from all other jobs
 Essential Functions (Job Duties)
 Indicate responsibilities entailed and results to be
accomplished
 Job Specifications
 Skills required to perform the job and physical demands of
the job

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Job Analysis
Job Specifications
 States minimum acceptable qualifications.
 Used to select employees who have the essential
qualifications.

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Job Analysis
Job Evaluations
 Specify relative value of each job in the organization.
 Used to design equitable compensation program.

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Job vs. Worker Oriented
Analyses
 Job-Oriented  Worker-Oriented
 analysis of tasks  analysis of the skills and
necessary to complete abilities required
the job
e.g. EMBA student
 e.g. EMBA student  intelligent
 attend lectures  self-motivated
 take notes  able to work alone
 read text  able to integrate diverse
 write reports information
 Do assignments at  good long-term
home memory
 time-management skills

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Job Evaluation
Process by which wage rates are applied
differentially to jobs
 Market Perspective (External Equity)
 how difficult is it to fill the position
 not an assessment of value
 Based on Job Analysis (Internal Equity)
 skill
 effort
 responsibility
 working conditions
 education requirements
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Nature of Job Design
 Job Enlargement
 Broadening the scope of a job by expanding the number of
different tasks to be performed.
 Job Enrichment
 Increasing the depth of a job by adding the responsibility for
planning, organizing , controlling, and evaluating the job.
 Job Rotation
 The process of shifting a person from job to job.

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Specialized to Enlarged Jobs
Job Enlargement = same-level activities
Job Rotation = moving from one job to another
Job Enrichment = redesigning to experience more
responsibility, achievement, growth and recognition

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 Job Analysis Sift and shortlist

Job Description Assessment

Competency profiling

Decide on appropriate
Identify Vacancy recruitment/selection Selection Interviews Induct and Train
methods

Decide how to Take up references

attract candidates

Make a decision
Market the Job And offer

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