Human Resource Planning

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Human Resource Planning

• . Organizational activities involving the (1)
  identification of the type and number of critical
  knowledge/skills (Jobs) needed during a defined
  time period and (2) the timely staffing of the
  necessary people to achieve the Companys
  objectives

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(No Transcript)
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Human Resource Planning Forecasting

• . Using past and present information to identify
• (predict) the expected future conditions of
• Labor Demand (Expected Staffing Needs)
• Methods
• Qualitative (Delphi, Staffing Tables)
• Quantitative (Regression Analysis, Time Series
  Analysis)
• Labor Supply (Expected Staffing Availability)
• Methods
• Qualitative (Flow Models, Skills/Replacement
  Charting)
• Quantitative (Matrix Models)

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Human Resource Planning Forecasting

• Problems with Forecasting
• Subjective
• Judgmental Even Objective (Quantitative) Methods
  are to some degree subjective
• Judgmental
• Complexity
• Limited to how accurately the Past (or future
  predictions) REFLECT the Future

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Recruiting A Two Way Street

• The Organization and the Candidate have a lot at
  stake in the Selection Decision
• Costs (Financial, Opportunity)
• Time (Effort/Energy)
• Job Expectations
• Contextual Expectations
• Personal
• Career
• Development
• Performance

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Recruitment Strategies

• Natural Recruitment
• Applicants initiating recruitment
• Artificial Recruitment
• Applicants responding to Company initiatives
• Realistic Job Preview
• Accurately describing (or showing) the job
  requirements and conditions to applicants
• Not omitting the less desirable aspects of a job

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Key Recruiting Issues

• Attracting a pool of qualified applicants
• Recruitment Source
• Internal
• External
• Recruitment Method

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Factors Affecting Recruitment Strategy and Issues

• Business Strategy
• General Economic Conditions
• Specific Labor Market (Supply) Conditions
• Job Design - Skill Requirements
• Competition for (Skills) Labor (Demand)
• Government Regulation - EEO
• Job Design - Skill Requirements
• Time/Cost Constraints
• Other HR Activities

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Internal Recruitment Sources

• Promotions
• Transfers
• Re-employment

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Internal Recruitment Methods

• Job Postings
• Data Banks/Skill Inventories/Replacement Charts
• Supervisor Recommendations

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Advantages of Internal Recruitment

• Motivational, morale, and performance enhancement
• Less expensive recruitment cost
• More information to make selection decisions
  more accurate, safer
• Know policies and organization
• Take advantage of past training

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Internal Disadvantages

• Lack of qualified personnel
• Inbreeding
• Political favors
• Ones not selected may be resentful
• Time consuming Crown Prince
• Lack of acceptance by former peers/co-workers

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External Recruitment Sources

• Educational Institutions
• College, Technical Schools, High Schools
• Referrals (Employee, Clients, Customers)
• Competitors (Pirating)
• e-Recruiting
• Job Fairs (Open House)
• Private Employment Agencies
• Executive/Professional Recruiters, Temp Agencies

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External Recruitment Sources

• Professional Trade Associations
• Professional Trade Journals
• Walk-Ins (and Unsolicited Resumes)
• Public/Non-Profit Employment Agencies
• Newspaper, Radio, Television
• Bumper stickers, Banners, Movie Ads

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Advantages of External Recruitment

• Acquire new skills
• Innovative ideas (new blood)
• Less susceptible to politics
• Less expensive than training your own (different
  from text)

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External Recruitment Disadvantages

• Not Accepted by Present Employees
• Time Required for Socialization and Orientation

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The Recruiting Process Stages

• Recruiting Needs Analysis
• Recruiting Program Development
• Implementation of the Recruiting Program
• Recruiting Program Evaluation

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Recruiting Program Evaluation

• Two Approaches
• Hawks Criteria (Quantitative )
• Cost Benefit Framework
• Cost Per Recruiting Source, Selection Ratios
• Cost Per Candidate
• Cost Per New Employee Acceptance
• Wanous (Qualitative) Framework
• Evaluates the Fit between selected recruits
  expectations
• (satisfaction) and organizational needs