PLANNING FOR RECRUITMENT PRESENTED BY DHARMENDRA CHAUDHARY 2
PLANNING FOR RECRUITMENT PRESENTED BY: DHARMENDRA CHAUDHARY 2 -1
W E E K 2 Planning for and Recruiting Human Resources The Process of Human Resource Planning Recruiting Human Resources Recruitment Sources Recruiter Traits and Behaviors 2 -2
Human Resource Planning Figure 5. 1 2 -3
Introduction resource planning is a process by which an organization ensures that w it has the right number and kinds of people w at the right place w at the right time w capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. v Human 2 -4
10. 3 1. Determine future needs 2. Determine future turnover Steps Involved in Strategic Human Resources Planning 4. Offer training and development 3. Recruit, hire, or layoff as necessary 2 -5
HUMAN RESOURCE PLANNING v The development of a comprehensive staffing strategy for meeting the organization’s current & future human resource needs. v An effort to anticipate future business and environmental demands upon and organization and to provide personnel to fulfill that business and satisfy that demand. 2 -6
HR Planning Process v HR Strategies w 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 managed. Overall Strategic Plan Human Resources Strategic Plan HR Activities 2 -7
Linking Organizational Strategy to Human Resource Planning v. Assessing w current human resources Succession planning includes the development of replacement charts w portray middle-to-upper level management positions that may become vacant in the near future w lists information about individuals who might qualify to fill the positions w 2 -8
Linking Organizational Strategy to Human Resource Planning v. Predicting w the Future Labor Supply Decreases in internal supply come about through: w w w w Retirements Dismissals Transfers-out Lay-offs Voluntary quits Sabbaticals Prolonged illnesses Deaths 2 -9
Linking Organizational Strategy to Human Resource Planning Retirements are the easiest to forecast. w Other factors are much more difficult to project. w Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management. w 2 -10
Linking Organizational Strategy to Human Resource Planning v. Where Will We Find Workers migration into a community w recent graduates w individuals returning from military service w increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time w v. The potential labor supply can be expanded by formal or on-the-job training. 2 -11
Linking Organizational Strategy to Human Resource Planning v. Matching Labor Demand Supply Employment planning compares forecasts for demand supply of workers. w Special attention should be paid to current and future shortages and overstaffing. w Decruitment or downsizing may be used to reduce supply and balance demand. w Rightsizing involves linking staffing levels to organizational goals. w 2 -12
Linking Organizational Strategy to Human Resource Planning Employment Planning and the Strategic Planning Process 2 -13
Estimating Internal Labor Supply 2 -14
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) 2 -15
Forecasting Future HR Needs (Demand) Forecasting based on: v projected turnover v quality and nature of employees relative to needs v decisions regarding product quality and new markets v plans for technological and administrative change to increase productivity and reduce headcount v financial resources available 2 -16
Forecasting Future HR Needs (Demand) Quantitative Approaches: v Trend analysis: review past employment levels v Ratio analysis: ratio of business activity/employees v Scatter plot: graph of business activity/employees v Regression analysis: statistical relationship between business activity and employees 2 -17
Forecasting Future HR Needs (Demand) Qualitative Approaches: 1. 2. 3. Nominal Group Technique w experts meet face-to-face w group discussion facilitates exchange of ideas w possible subjectivity, group pressure Delphi Technique w experts work independently w wide range of views w difficult to integrate diverse opinions Managerial judgment 2 -18
Forecasting Future HR Supply: Markov Analysis vtracking the pattern of employee movements through various jobs and developing a transitional probability matrix 2 -19
Forecasting Future HR Supply Skills/Management Inventories vsummary of each employee’s education, experience, interests, skills vfor managers, also includes managerial responsibilities, duties in current/previous positions, management training 2 -20
Forecasting Future HR Supply Replacement Charts/Summaries vvisual representations of likely internal replacement employees for each position, including age, present performance rating, promotability status vreplacement summaries also list relative strengths and weaknesses, current position 2 -21
Forecasting Future HR Supply Succession Planning v analyze demand for managers/professionals v audit existing executives, project future supply v individual career planning/career counselling v accelerated promotions v performance-related training and development v planned strategic recruitment 2 -22
Forecasting Future HR Supply External Candidates vgeneral economic conditions vnational labour market conditions vlocal labour market conditions voccupational market conditions 2 -23
Balancing Supply and Demand Dealing with a Labour Surplus v hiring freeze v attrition v early retirement buyout programs v reducing hours (job sharing, work sharing, reduced workweek) v layoffs; supplemental unemployment benefits v termination with severance package 2 -24
Balancing Supply and Demand Dealing with a Labour Shortage vovertime vhiring temporary employees vsubcontracting work vexternal recruitment vtransfers vpromotions 2 -25
Balancing Supply and Demand Canada’s Looming Labour Shortage v over next 20 years, baby boomers will retire, creating a critical undersupply of labour v retention of older workers v more Aboriginals, visible minorities, females v more apprenticeships v aggressive external recruiting v offer flexible work arrangements 2 -26
Balancing Supply and Demand Flexible Work Arrangements vsought by younger workers to achieve work-life balance vsought by older workers to bridge to retirement valso assists in meeting customer needs 2 -27
Developing and Using a Strategic HR Plan v. Issues in Matching the Supply of Labor with the Demand for Labor Ø Succession Planning Ø Managing a Human Resources Surplus Ø Outplacement Services Ø HR Planning in Mergers and Acquisitions 2 -28
Managing a Human Resources Surplus v. Workforce Realignment “Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all mean reducing the number of employees in an organization. w Causes w Economic—weak product demand, loss of market share to competitors w Structural—technological change, mergers and acquisitions w 2 -29
Managing a Human Resource Surplus (cont’d) v Downsizing Approaches w Attrition and hiring freezes w w Voluntary Separation Programs w w Not replacing departing employees and not hiring new employees 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. w Employees are selected for layoff on the basis of their seniority or performance or a combination of both. w 2 -30
Placement v. Person-job w Fit Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs). KSAs = TDRs = Job Success? 2 -31
What is a Job? v Job A group of related activities and duties v Position w The different duties and responsibilities performed by only one employee v Job Family w A group of individual jobs with similar characteristics w Job Job 2 -32
Person/Job Fit 2 -33
Approaches to Understanding Jobs 1. 2. 3. 4. Workflow analysis Job design Job analysis Job descriptions and job specifications 2 -34
Workflow Analysis v. Workflow w Analysis A study of the way work (inputs, activities, and outputs) moves through an organization. Inputs People Materials Equipment Activities Tasks and Jobs Outputs Goods and Services Evaluation 2 -35
Job Design Organizing tasks, duties, and responsibilities into a productive unit of work. Job Design Job Performance Job Satisfaction Physical and Mental Health 2 -36
Job Analysis is a systematic exploration of the activities within a job. v. It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed. v. Job 2 -37
Job Analysis v. Goal Determine the duties and responsibilities of a particular job w Determine how the job relates to other jobs and the level of importance of the job w Determine the necessary qualifications in order to perform the job w Determine the working conditions associated with the job. w 2 -38
Uses of Job Analysis Information v. Compensation and job evaluation v. Recruitment and selection v. HR planning v. Training and Development v. Performance Appraisals 2 -39
Job Analysis: What is Analyzed? v Work activities v Schedule v Location v Materials used v Job performance v Skills and training v Supervision, promotions v Products, services 2 -40
Job Analysis: The Big Picture The relationships among job analysis, planning, recruitment and selection HR Planning Job Analysis Recruitment Nature and requirements of specific jobs Pool of Qualified Applicants Number of specific jobs to be filled Selection 2 -41
Job Analysis Methods: How do you collect the information? v. Interviews v. Structured v. Direct Questionnaire Observation v. Logbooks / Work Diaries 2 -42
Interviews v Most commonly used method w very adaptable v Usually conducted with w job incumbents w technical experts w supervisors v Questions like: w what are your most typical duties? w How long do they take? w How do you do them? v Caution: people may misrepresent/exaggerate job 2 -43
Questionnaire v. Lists of many (>200) job characteristics and activities w rated in term of frequency and importance vmethod vvery is most useful for comparing jobs commonly used (esp. with interviews) 2 -44
Observation v. Unobtrusive w method camera; video; audio v. Excellent for understanding and appreciating conditions under which job is performed v. Allows analyst to experience aspects of job that worker may not be aware of 2 -45
Logbook / Worker Diaries v. Worker makes systematic entries in book outlining activities v. May be useful for jobs that are difficult to observe v. Caution, not commonly used too much variance in writing skills w can exaggerate tasks performed w 2 -46
Outcomes of Job Analyses v Job Description w written statement of a job and its requirements(tasks to perform) v Job Specification w written statement of the necessary qualifications of the job incumbent v Education v Experience v Specialized training v Personal Traits v Manual dexterity 2 -47
Determining Job Requirements Nature of: Basis for: Job Analysis • • • What employee does Why employee does it How employee does it • Determining job requirements Job Description • Summary statement of the job • List of essential functions of the job • • • Employee orientation Employee instruction Disciplinary action Job Specification • Personal qualifications required in terms of skills, education and experience • Recruitment • Selection • Development 2 -48
WHAT JOBS SHOULD BE ANALYZED FIRST? v. Jobs where adverse impact in hiring has occurred v. Entry-level jobs v. Jobs whose content has changed v. Jobs with incumbents having poor performance or high turnover 2 -49
Job Analysis v Job w w 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. 2 -50
Key Elements of a Job Description v Job Title w Indicates job duties and organizational level v Job Identification w Distinguishes job from all other jobs v Essential Functions (Job Duties) w Indicate responsibilities entailed and results to be accomplished v Job Specifications w Skills required to perform the job and physical demands of the job 2 -51
Job Analysis v. Job Specifications States minimum acceptable qualifications. w Used to select employees who have the essential qualifications. w 2 -52
Job Analysis v. Job Evaluations Specify relative value of each job in the organization. w Used to design equitable compensation program. w 2 -53
Job vs. Worker Oriented Analyses v Job-Oriented w w analysis of tasks necessary to complete the job e. g. EMBA student w w w attend lectures take notes read text write reports Do assignments at home v Worker-Oriented w analysis of the skills and abilities required e. g. EMBA student w intelligent w self-motivated w able to work alone w able to integrate diverse information w good long-term memory w time-management skills 2 -54
Job Evaluation v. Process by which wage rates are applied differentially to jobs v Market Perspective (External Equity) w how difficult is it to fill the position w not an assessment of value v Based on Job Analysis (Internal Equity) w skill w effort w responsibility w working conditions w education requirements 2 -55
Nature of Job Design v Job Enlargement w Broadening the scope of a job by expanding the number of different tasks to be performed. v Job Enrichment w Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job. v Job Rotation w The process of shifting a person from job to job. 2 -56
Specialized to Enlarged Jobs v. Job Enlargement = same-level activities v. Job Rotation = moving from one job to another v. Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition 2 -57
Identify Vacancy Job Analysis Sift and shortlist Job Description Competency profiling Assessment Decide on appropriate recruitment/selection methods Selection Interviews Decide how to attract candidates Market the Job Induct and Train Take up references Make a decision And offer 2 -58
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