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HR Planning & recruitment

HR Planning & recruitment

Planning and recruitmentStrategic objectivesHR Planning is the forecasting of HR needs of an organizationRecruitment is the process of attracting applicants for the positions needed.

HUMAN RESOURCE PLANNINGIntegration of HR planning with strategic business planning for competitive advantage and successPlanning Steps:Step 1: Environmental ScanIdentification of threats and opportunities for taking HR decisionsMore information; better understanding of situationTight labor market and Loose labor market IT & Global market

HUMAN RESOURCE PLANNINGStep 2: Labor Demand ForecastTwo methods are usedQualitative:Centralized method & Decentralized MethodDelphi TechniqueNominal Group TechniqueQuantitative Methods:Trend AnalysisRegression Analysis

Delphi TechniqueProblem identification. Questionnaire formed.Experts identified. Questionnaire sent to members for answers who return it back to the coordinator.Results of questionnaire are analyzed and shared with members.Comments again sought.Response compiled for second time.The process is repeated till a consensus is obtained.

HUMAN RESOURCE PLANNINGStep 3: Labor Supply ForecastProjection of resource availabilityInternal labor supply: from within the organization, software, succession planning & promotion, resignations, Markov AnalysisExternal labor supply: from outside the organization, skilled and unskilled labor

HUMAN RESOURCE PLANNINGStep 4: Gap AnalysisReconciliation of demand and supplySurplus or deficienciesRestructuring, downsizing, re-engineeringAlternate arrangements:TempsPart time workersTelecommutersEmployee leasing

DownsizingDownsizing is the process of reducing the number of employees with the purpose of making the organization more efficient and responsive to the changes in its business environment. It results in more flat organizational structures, greater delegation of authority and responsibilities, improved communication within the organization and more functions being performed at the lower echelons in the organization, close to the points of interaction with the customers.

Things to considerBe transparent and objectiveDo not demoralize staffShould not be a hollow out exerciseRemaining staff should not be overburdenedImportant controls and functions should not be compromisedImage of the organization should be protectedFresh appraisals/performance competence should be done before downsizing`

HUMAN RESOURCE PLANNINGStep 5: Action ProgrammingChoice from available alternativesInternal or external programmingInternal: job design, training, career planning, promotions and compensations. Done due to shortage of personnel for key positionsExternal: done when specific competencies are not available with the current employer

HUMAN RESOURCE PLANNINGStep 6: EvaluationOptimal number and quantity of employees to achieve strategic objectives of the organizationFor effectiveness of planningDeviations correctedCost benefit analysis: productivity data, turnover costs, cost of new recruits and training of existing employeesDetermining long term objectives of the organization

RECRUITMENTStarts once planning is doneThree essential steps:Work/Job AnalysisTime lapse dataYield ratio

A skilled recruiter shouldPossess knowledge about the job to be filledPossess insight in the attributes and qualities of the individuals to perform the jobHave knowledge of the sources and the means of attracting a range of suitable candidatesPossess skills to evaluate the candidates who are most suitable for the job

RECRUITMENTJob Analysis:Identification of critical skills required for a particular jobJob description and Personnel specifications are made out of work analysisTime and cost savingRight person for the right job

RECRUITMENTTime lapse data:Difference between two pointsTime the decision is made to fill the postTime the position is actually filledHelps HR planners to determine how long a particular position takes to fillOnline processes Time and cost

RECRUITMENTYield Ratios or Percentage:To determine the number of available candidates at a step compared to anotherFor an advertised position300 applications received50 short listed38 appeared for test25 qualified for interview10 were given job offersFuture planning recruitment effortsNo of applicants required to fill a position

INTERNAL & EXTERNAL RECRUITMENTInternal Recruitment Advantages: 1) less costly (2) skills and abilities of applicants known and (3) organizational commitment by employees who are promotedDisadvantages: 1) old ways of doing things whereas org requires fresh blood and new ideas (2) entrenched skills, slow response to change (3) departments compete for same person (4) politics may influence hiring

INTERNAL & EXTERNAL RECRUITMENTExternal Recruitment Advantages: 1) new recruits bring fresh blood and new ideas to organization (2) no ownership of the past strategies, new strategies may be devisedDisadvantages: 1) negative impact on the morale and group cohesion of existing employees (2) new recruits take time to understand culture of the organization (3) costly exercise and (4) less data on external candidates

Succession PlanningSuccession Planning is an important HR function as it ensures availability of sufficient number of appropriately qualified and competent employees from internal sources to meet the future HR needs of the organization. Suitable employees are identified in the early stages of their careers and are groomed through a process of job rotation and training, to assume more responsible positions in the organization arising due to promotions, transfers, retirement or death of key employees.

AdvantagesAnticipation of HR requirements in advanceIdentification of high-potential employeesCareer path planning of employeesManagerial depth within the organizationInternal promotion opportunitiesReduction in risk of recruiting employees from external sourcesSupply of capable successorsDefined career path

DisadvantagesAbsence of fresh ideasBiases and personal preferences of managersLimitation on the number of employees to be promoted or transferredComplacency in some employees due to assured promotion and seniority


Job Application Form JAFBasic education and skills requiredEvaluate work experience and job requirementEnables to draw conclusions about candidates suitabilityEnables to predict whether the applicant will fit in the cultural and social structureEnables to reach a decision whether to process the case further or not

Competencies for senior level positionsCommunication competencyPlanning and Administrative competencyTeamwork competencyStrategic action competencyGlobal awareness competencySelf management competency

Director PR & MA Skills & CompetenciesGood understanding of goals and objectivesUnderstanding of the role of media channelsMedia relations and media contactsExcellent IPCGood management and organizational skillsWorking with senior managementHandle tasks independentlyLeadership qualityProficient in website development and management

HR Skills Data BaseRecruitment : identify pool of candidates with relevant skills setTraining & Development : identify deficiencies and weaknesses among the workers and organize trainingsSuccession Planning : identify employees fit for promotions to higher levels or in new openings

Personnel SpecificationEducationExperienceAgePersonal attributesSkills & CompetenciesSalaryOther KASOCs

What should a job ad containRequirements of the job specificationsOrganizations network, reputation, working conditions, facilities etcLocation where the job holder would be postedCompensation package and benefitsName/designation and address of the person to who the application should be sent

Employee TurnoverLoss of confidential informationDelays in workLoss of quality of productsCost of training new employeesNew employees require timeCosts of ads, verification, medical exams etcInsecurity among existing employees

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