HR Planning

&
Recruitment
Linking Employer’s Strategy to Plans
HR Planning
 HR Planning
• HR planning is to make predictions of
future needs of the organization according
to the organization goals and develop action
plans for meeting the needs in the future.
• HR Planning is part of the organization’s
strategic planning.
• The process by which managers ensure that
they have the right number and kinds of
people in the right places, and at the right
times, who are capable of effectively and
efficiently performing assigned tasks.
Human Resource Planning
 Types and Features of
HRP
• Types of HR Planning:
– Long-term plan: 5years and above.
– Mid-term plan: 2 to 4 years.
– Short-term plan: 1 year.
• Features of HR planning:
– Consistency: consistent to organization goals.
– Continuity: between long-term, mid-term and
short-term.
– Flexibility: adapting according to change.
– Accuracy: be as close as possible to reality.
 Internal Needs
Prediction
A. What to predict
– Quantity of employees needed in the
future.
How many people do we need?
– Quality of employees needed in the future.
What will be the requirement of people?
– Skill variety and managerial development.
What kind of skills and managerial
expertise do we need?
 Internal Needs
Prediction cont’d
B. Method of internal Prediction
• Bottom-up
To make predictions of future needs through the
hierarchical structure of the organization.
• Trend Analysis/Ratio Analysis:
To study a factor that affects employment over
time and make prediction on that basis.
• Multiple Factor Analysis:
To study a number of factors that affect HR
changes in the organization in the past 5 to
10years.
 Internal Needs
Prediction cont’d
C. Internal supply analysis
• Personnel files:
Personnel files are records of the employees’
education, training, performance, promotion, etc.
• Job posting:
publicize the open job to employees and list
its attributes like qualifications, working
schedule and pay rate.
• Succession planning:
To identify candidates for managerial
positions.
 External Sources of
Supply
A. Labor market.
B. Employment service agencies.
C. Schools and colleges.
D. Referrals and walk-ins.
E. Internet.
 Action Plans-for
shortage (A)
• Overtime: for cyclical or short-term needs.
• Job rotation: balance needs of different sectors
and develop managerial talents.
• Training and development: for long-term needs.
• Reemployment: employ retired employees or
extend their time of services.
• Recruiting temporary workers: for seasonal
jobs.
• External recruitment: for needs that cannot be
satisfied internally.
 Action Plans—for
surplus (B)
• Job rotation: to move surplus labor internally.
• Off-job training: to prepare for future needs.
• Expand production: to make use of surplus
workforce.
• Reduce working time/job sharing; to improve
quality of work life.
• Layoff: to ask employees to leave temporarily.
• Early retirement: to allow employees retire
earlier.
• Vocational training: to prepare employees for
new jobs.
 Action Plans—factors to
be considered (C)
In developing action plans, we need to
consider the following factors:
• Organization goals and social
commitment.
• Employee motivation and loyalty.
• Cost and benefits.
Recruitment
 Environmental constraints

Identification and selection

Human resource of competent employees
planning Recruitment Selection

Decruitment

Adapted and competent employees with

Orientation Training up-to-date skills and knowledge

Competent and high-

performing employees
Satisfactory who are capable of
Performance Career Compensation and industrial sustaining this high
Appraisal Development benefits relations performance over the
long term

Environmental constraints
 What is Recruitment

• Recruiting is the process of discover the potential

applicant for actual or anticipated organizational
vacancies.
• It is also the process of searching for prospective
employees and stimulating them to apply for the job
in the organization.
• “THE RIGHT MAN IN THE RIGHT PLACE AT
THE RIGHT TIME”
• Recruiting is to build an applicants’ pool for future
needs.
 Steps in Recruitment and Selection
Process

The recruitment and selection process is a series of hurdles aimed at

selecting the best candidate for the job.
 Measuring Recruiting
Effectiveness
• What to measure and how to measure
– How many qualified applicants were
attracted from each recruitment source?
• Assessing both the quantity and the quality of
the applicants produced by a source.
• High performance recruiting
– Applying best-practices management
techniques to recruiting.
• Using a benchmarks-oriented approach to
analyzing and measuring the effectiveness of
recruiting efforts such as employee referrals.
 Procedures of recruiting
A. Develop recruiting plans and standards.
– Recruiting plans: what kind of workers and how many?
– Standards: basic requirement for the job posted.
B. Conduct advertising and promoting:
– Advertising: let the public know your needs.
– Promoting: let the public know your image.
C. Conduct recruiting.
D. Evaluate the results of recruiting: cost/benefits.
 Internal vs External
Recruitment
INTERNAL EXTERNAL
ADVANTAGES ADVANTAGES
• Cheaper than external • May introduce different
recruitment
perspectives and varied
• Provides a worker whose
strengths and weaknesses are experiences to rejuvenate an
already known organisation
• Ensures continuity of • May be cheaper than training a
employment professional
• Promotes loyalty to the • May help avoid ‘political’
organisation appointments in the
• Builds morals organisation
• Motivates employees to achieve
better performance
 …
Thank YOU