Hr Planning and Recruiting-hrm

8/7/2019 Hr Planning and Recruiting-hrm

1/32

51 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

HR PLANNINGHR PLANNING

AND RECRUITINGAND RECRUITING


2/32


INTRODUCTIONINTRODUCTION

Human resource planning involves getting the

right number of qualified people into the right jobs

at the right time

Process of Deciding what positions the firm will

have to fill and how to fill them


3/32


Importance of HRPImportance of HRP

Future personnel needs

(surplus or deficit staff)

Part of Strategicplanning

Unite the

perspective of

line & staffmanagers

Foundation for

other HR

functions

Creating highly

talented

personnel (ITI)

International

staffing

Importance

of HRP


4/32


The HRP ProcessThe HRP Process

1

2

3

4

5

Steps in HRP:

Organizational Policies

Environmental Scanning

HR Demand forecast

HR Supply forecast

HR Programming

6 HRP Implementation


5/32


Forecasting Personnel NeedsForecasting Personnel Needs

Trend Analysis

Ratio Analysis

The Scatter Plot

The Delphi Technique

HR Demand

forecasting


6/32

Ratio analysisRatio analysis

Ratios calculated from past data, used for the estimation ofRatios calculated from past data, used for the estimation of

human requirementshuman requirements

e.g. Present level of production (1e.g. Present level of production (1--11--2008) : 2000 units2008) : 2000 units

Present no. of workers (1Present no. of workers (1--11--2008) : 42008) : 4

Ratio in 2008Ratio in 2008 : 500:1: 500:1

Estimated production as on (1Estimated production as on (1--11--2010) : 5000 units2010) : 5000 units

workers required as on (1workers required as on (1--11--2010) : 5000/500=102010) : 5000/500=10



7/32


Determining the

Relationship

Between Hospital

Size and Number

of Nurses

Note: After fitting theline, you can projecthow many employeesyoull need, given yourprojected volume.

Size of Hospital(Numberof Beds)

Number ofRegistered

Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

Scatter plot


8/32


Forecasting the Supply ofForecasting the Supply of

Inside CandidatesInside Candidates

Manual Systems and

Personnel

Replacement Charts

(for top management)

Qualification

Inventories

ComputerizedInformation Systems

(database of qualified

candidates)


9/32


Personnel

Replacement

Chart Showing

Development

Needs ofPotential Future

Divisional Vice

Presidents


10/32


Forecasting Outside Candidate SupplyForecasting Outside Candidate Supply

Colleges and universitiesColleges and universities

ConsultantsConsultants

CompetetitorsCompetetitors

Unsolicited applicationsUnsolicited applications


11/32


HR Programming:HR Programming:Balance between HR Demand and supplyBalance between HR Demand and supply

HR Plan ImplementationHR Plan ImplementationIf surplus, then what?If surplus, then what?

If deficit, then what?If deficit, then what?


12/32


RECRUITINGRECRUITING

Finding and attracting applicants for theFinding and attracting applicants for the

employers vacant positionsemployers vacant positions


13/32


Recruiting ComplexitiesRecruiting Complexities

Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals

Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods

Non recruitment HR issues and policies (higher pay)Non recruitment HR issues and policies (higher pay)

Realistic preview of the jobRealistic preview of the job

Public image of the firmPublic image of the firm


14/32


The Recruitment ProcessThe Recruitment Process

1

2

3

4

5

Steps in Recruitment process:

Strategy development

Recruitment planning

Searching

Screening

Evaluation and Control


15/32


STEP :STEP :--1 Recruitment Planning1 Recruitment Planning

No. ofContacts

Types ofcontacts

Recruitment

Planning


16/32


Recruiting Yield Pyramid


17/32


STEP:STEP:--2 Strategy development2 Strategy development

Make or Buy

Technological

Sophistication

Where to look (backward

location)

How to look (internal and

external recruitment)

Strategy

development


18/32


Internal Sources of CandidatesInternal Sources of Candidates

Present

Employees

probability of

good selection

Induction

cost

Known past

performance

Previous

applicants

not truly an

internal source

quick and

inexpensive

Employee

Referrals

(finder fees for

successfulreferrals)

Internal

Recruitment

Former

Employees

(part-time

basis)


19/32


Outside Sources of CandidatesOutside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

TempAgencies and Alternative

Staffing

Competitors

6

7

8

College Recruiting

Executive Recruiters

Displaced Persons

External recruitment


20/32


Outside Sources of Candidates (contd)Outside Sources of Candidates (contd)

Recruiting via the InternetRecruiting via the Internet AdvantagesAdvantages

CostCost--effective way to publicize job openingseffective way to publicize job openings

More applicants attracted over a longer periodMore applicants attracted over a longer period

Immediate applicant responsesImmediate applicant responsesOnline prescreening of applicantsOnline prescreening of applicants

Using ASP for applicant trackingUsing ASP for applicant tracking

DisadvantagesDisadvantages

Exclusion of older and minority workersExclusion of older and minority workers

Excessive number of unqualified applicantsExcessive number of unqualified applicants


21/32


An Indian Online Employment Portal


22/32


Advertising for Outside CandidatesAdvertising for Outside Candidates

The Media ChoiceThe Media Choice Selection of the best medium depends on theSelection of the best medium depends on the

positions for which the firm is recruiting.positions for which the firm is recruiting.

Newspapers: local and specific labor marketsNewspapers: local and specific labor markets

Trade and professional journals: specializedTrade and professional journals: specializedemployeesemployees

EffectiveA

dsEffectiveA

dsCreate attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA).

Create a positive impression of the firm.Create a positive impression of the firm.


23/32


Help Wanted Ad That Draws Attention

p. 18.


24/32


Employment AgenciesEmployment Agencies

Government

Employment

Exchanges

Private

Agencies (white

collar

personnels)

Types of Employment

Agencies

Nonprofit

Agencies ( e.g.

alliance career

bank,

brdigestar,

IEEE,)


25/32


Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing

Benefits of TempsBenefits of Temps Increased productivityIncreased productivityppaid only when workingaid only when working

Allows trial run for prospective employeesAllows trial run for prospective employees

decreased screening costsdecreased screening costs

PartPart--time or JIT workerstime or JIT workers

E.g. Nike withE.g. Nike with kellykelly servicesservices

Costs of TempsCosts of Temps

Increased labor costs due to fees paid to tempIncreased labor costs due to fees paid to tempagenciesagencies

Temp employees lack of commitment to the firmTemp employees lack of commitment to the firm


26/32

526

FIGURE 511 Guidelines for Using Temporary Employees

1. Do not train your contingent workers. Ask their staffing agency to handle training.

2. Do not negotiate the pay rate of your contingent workers. The agency shouldset pay.

3. Do not coach or counsel a contingent worker on his/her job performance.

Instead, call the persons agency and request that it do so.

4. Do not negotiate a contingent workers vacations or personal time off. Direct

the worker to his or her agency.

5. Do not routinely include contingent workers in your companys employeefunctions.

6. Do not allow contingent workers to utilize facilities intended for employees.

e.g. education or car loans

7. Do not let managers issue company business cards, nameplates, or employee

badges to contingent workers without HR and legal approval.

8. Do not let managers discuss harassment or discrimination issues withcontingent workers (Image issues)

9. Do not discuss job opportunities and the contingent workers suitability for

them directly. Instead, refer the worker to publicly available job postings.

10. Do not terminate a contingent worker directly. Contact the agency to do so.


27/32



Competitors (poaching or raiding)Competitors (poaching or raiding)HMT to TitanHMT to Titan

BEL to BPLBEL to BPL

SBI to private banksSBI to private banks

Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)

Explain the right job profileExplain the right job profile

Confirm fee charges, agreement in writtenConfirm fee charges, agreement in written

Go for reference checkGo for reference check


28/32



College RecruitingCollege Recruiting

Going global (IndianGoing global (Indian

students from foreign bstudents from foreign b--

schools)schools)

IITs and IIMsIITs and IIMs

Displaced persons


29/32


STEP:STEP:--3 Searching3 Searching

Source Activation

line managers verify

the vacancies by

issuance of the

employee requisition

Selling (selling thecompany to the

desirable applicants)

Searching


30/32


STEP:STEP:-- 4 Screening4 Screening

Save a great deal of time and moneySave a great deal of time and money

Assure that good employees are not lostAssure that good employees are not lost

Full and fair consideration for all theFull and fair consideration for all the

communitiescommunities


31/32


STEP:STEP:--5 Evaluation and Control5 Evaluation and Control

No. of suitable candidates for selectionNo. of suitable candidates for selection

Retention and performance of the candidatesRetention and performance of the candidates

selectedselected

Cost of the recruitment process (adds, agenciesCost of the recruitment process (adds, agencies

etc.)etc.)


32/32


Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-Work(pretraining to

less skilled

employees)

Minorities andWomen

The Disabled(PDQs)

Hr Planning and Recruiting-hrm

Documents

Transcript of Hr Planning and Recruiting-hrm