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Organizations are dealing with an unprecedented amount of technological and
cognitive change, and it is likely that the pace of change will accelerate in the future, so
it is very important that professionals in human resources departments play the
primary role of change inside their organizations and work closely with the senior
management in the organization to explore the trends and needs of human resources
in the future As well as helping to change and renew the work environment, so the
practicing of workforce planning is an important and essential element for proper
planning, through the analysis of the internal work environment to know the current
workforce in the organization. The external work environment (the labor market) and
identifying the movement of the labor market, stagnation, demand, or competition for
human resources. To add value to the organization, to fill jobs, entice them, maintain
them, and surround them with a strong fence of shepherds It requires a careful study
to determine the appropriate source for obtaining these human resources in order to
reduce its risks, and the costs of resorting to it and achieve the greatest advantages
from it
Therefore, we focus on the importance of the Mercer model for strategic planning for
human resources and its treatment of gaps, as well as the policy of recruitment,
standards and methods of recruitment, and its contribution to the development of
organizations, increasing their productivity, enabling the organization to obtain critical
jobs and ensuring the future of work, and despite the importance of strategic planning
for human resources, there is often a shortage In the interest by organizations in
determining the future needs of human resources,
and therefore the options they have are limited to deal with situations as well as the
inability to achieve the future strategy, and to deal with the current human resources
from the consequent exposure of the organization to risks and damage to its interests,
and the research begins by giving an introduction to the definition The reader with the
concept of strategic planning for human resources:
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The process of workforce planning and the application of objective and scientific methods
and standards to attract human resources is one of the pivotal things that organizations
must practice and accomplish with great care, accuracy and high efficiency to provide the
organization’s needs of human resources. The organization’s values and culture at the right
time, in the right place, at the right cost, and in the right job. The capabilities, skills,
qualifications, experience, desire and tendencies of the individual are a basis for the success
of the organization and determine its ability to compete with other organizations and to
meet the challenges and changes of the times in the world of information and knowledge. It
also reflects negatively on the organization in the event of non-practice methodologies
Strategic planning for human resources, and the development and improvement of
methods and standards for recruitment and employment on the basis of planning and
recruitment and not on the basis of the immediate need to fill the vacancy and fill the
shelves from the or from the outside with people who do not have the educational
qualifications, practical experience and job competencies, and therefore the organization
will be exposed to the resulting risks For the lack of strategic planning for human resources,
recruitment, as well as the burden of wrong recruitment costs, which are not easy costs.
In this study, we will focus on the importance of strategic planning for human resources,
recruitment, and identification of human resources and their functional capabilities that are
capable of adding value to the organization at the strategic, cognitive and production levels
through the production of goods and services that customers desire and accept to reach
customer satisfaction, loyalty and profitability.
Where human resources are an important and essential part of the organization and have a
positive impact on the organization if they have functional behavior, learning ability,
emotional intelligence and the competencies they need, and negatively if the planning and
recruitment process fails to hire the right people.
The strategic planning process for human resources is also a sensitive process, through
which we will realize the situation of future employees in terms of abundance or shortage,
number and
competencies years before it becomes a reality, so that the organization finds many options
for the organization’s needs of human resources. Two things are intertwined with each
other to provide the organization's needs of human resources, whether from internal or
external sources in the event that they are not available from internal sources.
In the twenty-first century, it is no longer the quality of products that achieves the
competitive advantage of organizations, but rather the quality of people. Therefore, the
presence of human resources with knowledge, skills and abilities, who possess functional
behavior, emotional intelligence, and the ability to learn inside the organization is one of
the basics of the success of any organization or institution in achieving its strategic goals.
And a strategic source to achieve competitive advantage, so organizations strive greatly
to attract highly qualified human resources capable of continuous learning and facing
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challenges in the world of information and knowledge, which makes organizations this
one of their most important goals in order to be able to meet the challenges and changes
of the times as they seek to obtain The best human resources from internal or external
sources, through the application of objective and scientific methods and criteria for the
process of recruitment and selection based on job competencies and matching the job
with the capabilities, qualifications and desires of job applicants and employment based
on prior planning to attract talent and not employment to fill job vacancies, so we will
focus in this research on planning Strategic HR and Recruitment.
Workforce planning is defined as the process of obtaining the right number of qualified
individuals for the right jobs at the right time, at the right cost, and in the right place. in the
labor market) with the available jobs that the organization expects to exist over a specific
period of time, and basically all organizations offer or practice human resource planning,
whether formally or informally, and organizations vary in the extent of their success in
carrying out the human resource planning function, and the success of the organization
depends on The long-term extent of its ability to compete and face challenges on the
extent of obtaining the appropriate human resources with competencies, skills and
capabilities in the right business at the right time and at the appropriate cost. The
importance of the need for human resource planning is due to the existence of a period of
time There is a time period between realizing the need to fill a job and ensuring that the
qualified and skilled individual gets to fill this job, in other words, it is not possible to get the
right individual in an instant or instantaneous manner, (Dr Salah Alden Abdualbake
management of human resources p 95
The planning of human resources is also known as predicting the use of FAO from
individuals and identifying the necessary steps to meet these needs and to develop and
implement programs and programs that provide those individuals and appropriate, and
appropriate location and at the appropriate cost
Human resources planning can also be defined as a strategy for obtaining personnel, use
and development of human resources in the Organization, human resources planning is the
process of ensuring the adequate number of individuals and the required quality, and in the
correct and timely jobs and achievement of things (Handra Human Resources Book Prof. Dr.
Mohamed Sirfi p No. 125-126).
It also defines human resource planning as the first building block in workforce planning,
and the burden of this planning falls on the shoulders of the director of human resources
management.
Workforce planning was also defined by Dr. Amr Wasfi Aqili, in his book Contemporary
Human Resources Management P. 229-230 as one of the basic activities (functions) and
practices performed by human resources management in all types of organizations. The
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receiving organization of human resources in terms of its preparation, types and skills, in a
manner that respects the requirements of achieving its strategy, and this is based mainly on
studying the size of the future workload specified in the organization’s strategy, as well as
analyzing the tasks and comparing it with the strength and potential of the future human
resource in it to determine whether the organization needs Additional work force and what
type of skill is required to accomplish the future workload, or does it have a surplus of
human resource (labor force) or there is no shortage or surplus so that the current
resources are sufficient to accomplish the planned workload in the organization’s strategy
and resource planning Human Resources aims to achieve a balance between the need for
the organization’s strategy and its overall future performance of human resources of all
kinds and what is available from these resources in the
organization in the future, through Comparison between the volume of work required in
the organization’s strategy and the work force that represents the potential of human
resources available in the future. These resources are greater than the required volume of
work, so in this case the organization will have a surplus in its human resources in the
future, which must be disposed of because it represents a cost of work that affects the
profits of the organization negatively.
It also defines human resource planning as that group of qualified individuals with the
skills and abilities appropriate to certain types of business and those willing to perform
those jobs with enthusiasm and conviction.
The ability to do business.
Desire to do business.
The two adjectives are concurrent, complementary and interactive, meaning
that they complement each other, and one of them is indispensable to the other, that the
performance of the work depends, then, on the interaction and integration between the
capabilities of human resources and their desire to perform the work. It sets the lines, that
is, manages the means, determines the timings, takes guarantees, and provides the
appropriate conditions that will make it possible to reach those targeted matters in a future
period of time (Dr. Ali Al-Salami - p. 147).
It can also be said that the human resource planning process is based on three main ideas:
1)Forecasting future human resources demands and is done in light of the light of the work
of the Organization's strategy and total performance.
2) Forecasting the extent of the organization's ability to provide or meet the demands of
future work from its available human resources. This is done through the so-called work
force analysis, which includes knowledge of determining its capabilities to implement the
required volume of work.
3)Comparing what the future work needs in terms of human resources with what is
available in the organization to find out whether it will have a surplus or a shortage in the
future.
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1- information about the organization.
2-orgnizational structures .
3- work policy.
4- Management objectives.
5-Job classification
6-Methods and means of available work.
7-Work systems, procedures and rules
8-The nature of the clients that deal with the organization.
9-Information on the sources of nutrition in human resources in society
(Universities - institutes - education institution - training centers - production and
service units - information about individuals' specifications, trends and motives for work
and the nature of the psychological and social conditions in which they live - information
about the dynamics of the labor market and the balance of supply with demand and
levels of salaries prevailing in the labor market for specific jobs and then This
information reveals the availability of alternative job opportunities for the individuals to
be attracted, and thus the strength of their competitive position against the organization
wishing to employ them. Dr. Ali Al-Salami - pg. 149.
1- Ensure the effectiveness of predicting the needs of the current and future human
resources, and employment and employment in accordance with the Organization's
performance objectives and practices.
2- Redistribution of human resources inside FAO to ensure institutional objectives in all
regulatory departments.
3- Measure the burden of regulatory departments, determine the shortage or increase in
the preparation of human resources operating in any management in the Organization.
4- Integrated design methodology for human resources planning in the organization.
5- Complete the needs of individuals in timely and appropriate place and appropriate cost.
7- Planning promotions, career and functional changes. Prepared for vacancies that
emerged as a result of retirement or resignation or causes of leaving different service
8- Estimation of human resources costs and prepare payroll and benefits.
9-good preparation recruitment , selection and appointment , and the objectives of the
organization
10- Ensure continuity of work without any stop or obstruction.
11- Reduce wrong recruitment and its cost.
12- Reduce position rotation and its cost.
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The HR manager should have a plan that includes the following.
1-Existence of lists of current jobs and the number and quality of employees who currently occupy them.
2- Determining the number and quality of personnel the organization needs based on existing or proposed
organizational structures.
3- Planning and coordinating with all organizational management in the organization in order to determine
the future needs of human resources in the short and medium term.
The methodology represents the main reference for the organization’s strategic planning, recruitment,
selection and hiring practices. A set of methodologies, standards, and foundations are developed to assist
the organization in managing human resource strategic planning practices by focusing on two main
interrelated and mutually supportive factors:
2- find talents with effective 5- The organizational structure and its variables.
8- Job descriptions .
9- Job specifications.
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n element Definition
Identify and provide the suitable The change from recruitment policies and procedures to fill the
talent from human resources job vacancy and fill the shelves to the policies and procedures for
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pre-planning the workforce will work to achieve a balance
between three things - cost - quality - speed - the right place
Marketing and promoting the Attracting and attracting talents with creative and innovative ideas
4 organization as a recruitment capable of adding value to the organization
destination for job seekers
Improve productivity and Providing the competencies of human capital with the intellectual
achievement and knowledge stock that will contribute to improving processes
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and procedures, thus improving productivity and achieving
customer satisfaction and loyalty.
noit oitstso tsoc Reducing job inflation by determining the optimal number of
6 workforce will improve workforce costs and contribute to
achieving efficiency without compromising quality
Recruitment the best talent Attracting talents with a sound scientific methodology and
following an organized and accurate interview and evaluation
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process that enables the organization to attract and hire the best
talent
Enabling the targeted A competency-based approach to interviewing and talent
development process assessment procedures enables the organization to anticipate the
8 skills, strengths and areas of professional development for talent
and achieve the targeted development process in accordance
with the strategic vision.
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Internal and External Environmental Variables:
They are the internal and external variables that affect the organization’s activity, its future business
volume, and the workforce. The capabilities of human resources that will be available in the organization in
the future, as well as the impact of the direction of environmental variables, both internal and external, on
the organization’s activity and future business volume on the one hand, and the work force that will be
available in it in the future on the one hand. other.
analysis of SWOT
e
Strength Weakness
Internal factors
Opportunities Threats
external factors
Labor market
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First: The current human resources in the internal work environment are analyzed according
to the following
5- Job descriptions.
Promotions
resignations
the retirement
Termination of service
current competencies.
2- Appropriate skills.
5-Appropriate cost.
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A map to address the increase or decrease in human resources
Procedure
Procedure Procedure
Lay off
Recruitment The situation remains as is Retirement
Selection
Hiring Termination of the
contract
The essence of human resources planning is an interview on human resources requesting or disposable
from these resources over a period of coming (five years, Osnah) and will result in three different cases,
and they are:
The first case matching the demand with the display and rare what happens.
The second case has a difference in increased or surplus in the disposable employment
The third case there is a deficit in the unable to employ the following form an integrated
framework for an interview with display and ways to address surpluses or disability. The following
form displays an integrated framework to interview the demand for presentation and means of
processing surplus or deficit according to:
Supply )+( Surplus
) 0(identical
demand Supply
Demand ) -(shortage
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The results of the gap are displayed in the preparation of human cadres according to the following
form:
Expected Human
Current
Human Number of resources
Human The
n Management Section Position Resources net human required
Resources difference
Movement resources (required)
(Display)
Human Planning
Resources Department Planning 8 2- 1+ 7 7 5
Management Workforce Specialist
Forth : Methodology for identifying the career needs of human capital and competencies for
organizational management
The size of human resources requirements is estimated through the so-called workload with a
note, the logical start is to answer the following questions:
2- What is the amount of work that the individual can play and if we take into account the impact of both
psychological and organizational variables expected to happen on the burden of the work, there is a very
important issue that is the nature of the job or work to estimate needs
The standardized time to complete the tasks in one of the following methods:
Average account
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Second example:-
The Director-General of the Department requested the Human Resources Department to complete 600
transactions per month, and the productivity of one employee was 500 transactions per month = the
number of employees required
600÷500=1.2 employee
Actual number of hours per month = 8 x 22 = 176
Number of labor required = 640÷176 = 3,6 employee
That is, the administration needs 4 or 5 employees to find all the activities
Third example:-
The human resources required for any organizational department are calculated according to
the following: -
Documenting all management activities.
4-Calculate the total time required to complete all activities by adding the time required to complete each
activity.
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Fifth: Analysis of the current status of the functional wrestler for human resources in the
Organization:
The current status of the functional functions of human resources is analyzed according to the SWOT
methodology for the following elements:
Matching in competencies
Shortage in competencies
When the required
When the required
competencies are
competencies are not
available within supply
available within supply
Topic Three
The offer is made to determine the workforce to identify the preparation of workforce with the
organization's numbers and competencies in all management and departments as well as future
changes in the presentation by predicting the movement of workforce and
- Functional specifications
- competencies
- Workforce factories
– recycle position
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- Promotions Rate
- analysis the supply of workforce in labor market in order to Know the competencies , skills are
available in workforce .
In the event of a surplus of human resources - one of the following alternatives or options must be chosen:
Recycle work
1-Identifying the peak periods of work and where they are at their lowest level in each of the
organizational departments, and whether there is a certain pressure in certain seasons of the year.
4-Identifying the training periods and timings and determining the necessary training contents for each
employee.
Redistribution of employees:
2-Mapping new businesses or functions by reviewing the design process, business division, or business
reorganization.
3-Identifying the qualifications, experiences and skills possessed by the workers and the possibility of
benefiting from them in the event of the transfer and redistribution of workers. This method can be used
through the following two methods:
A)If there is a clear surplus of workforce in some departments or departments, with the possibility of
transferring employees between these locations, due to the similarity of the works among them.
B)If there is a clear surplus in workforce in some locations, and there is no apparent shortage in other
locations, then it is possible in this case to think about the possibility of making an expansion in the
organization so that this surplus is absorbed in these possible expansions, and that is if there is a surplus
of workforce Of those with expertise or competence that the organization is keen to retain.
If it is found that there is a shortage of numbers or qualifications among the workers, one of the
following alternatives shall be applied:
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1- Restructuring and re-planning of the organization so that any functional needs can be covered through
reorganization.
2-Development and training of current employees, and this can be done by getting to know the employees
and their positions in organizational departments and companies, and the quality of training and
development that may enhance and double the level of efficiency.
3-Reorganizing the work by expanding the scope of duties and responsibilities of the employee by adding
additional responsibility tasks so that the deficiencies of the functional needs are covered.
4-Attracting and appointing new employees, and this must be done if it is not possible to implement the mentioned
methods and mechanisms and when there is a focus on the effectiveness of performance and can only be achieved
through this way.
Forth topic
Replacing some human skills that are currently working in the organization because they are no longer
needed, and replacing new skills from the labor market.
In the case of a scarcity of human resources in general in the labor market or in some specializations
that the organization needs (Human Resources Department - Omar Wasfi Aqili - p. 273-274).
Recruitment is also defined as attracting the largest possible number of job seekers, in order to choose the
best elements from among them. This job is called recruitment and selection, and it means attracting the
largest possible number of candidates to fill and vacant positions, while the selection function means
filtering these employees to reach the best of them. (Human Resources Department, Dr. Ahmed Maher,
p. 139).
Recruitment is also defined as the search for the human resources required for the organization and a careful study
of the sources from which workforce can be obtained. There is no doubt that all sources may not be useful for most
organizations to use, and the importance of Egypt may vary from time to time as a result of the influence of supply
and demand conditions in the labor market, and in society in particular and economic conditions in general.
(Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi 2107)
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Second: Definition of recruitment:
The recruitment knows that the search for the most appropriate and work on attracting and attracting the
competent individuals to work in the Organization, 2007 Salah al-Din Abdul Sakki.
The recruitment has also been defined as the organization's activities for the search for and attracted
candidates to fill functional vacancies, with the required number and quality, desirable, timely, appropriate
location and appropriate cost and therefore can be said that the activity of recruitment is needed when
The importance of recruitment is estimated by its relationship with the selection and appointment of one of
the human resources management functions. When recruitment succeeds of attracting the human
resources, with high standards and in accordance with what is required, the process of selection and
appeals
It is also objectives:
The development of human resources plans is to determine the numbers and the damages to be
provided, sources and ways to obtain them.
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Focus on the process of inputs for the process of achieving the properties of the job and the
qualifications of the job, the employee and the fights and its wishes to accept the post.
Limitation of career caution due to inappropriate function with tendencies and employee capabilities.
Moving away from employment to fill job vacancies and moving to planned employment based on
the outputs of human resource planning.
Reducing the redundant numbers in some departments and determining the human resources link
at the level of each organizational department based on the workload.
Choosing the right people, reducing wrongdoing, people with talent, creative and innovative ideas,
and the ability to learn and keep pace with change.
There is a group of resistances and elements that contribute highly effectively to making the organization a
target and an endeavor for job seekers (job), as these ingredients and elements work to provide a large
number of job seekers, and therefore the organization can conduct examination, comparison and selection
of individuals with high competencies and capabilities and those with functional and cognitive behavior who
have abilities High mental or emotional intelligence and innovative thinking.
1-Enhance positivity.
2-Providing a dynamic wage structure that achieves internal and external justice, as well as an effective
system of incentives and rewards.
4-Balance between life and work by providing programs that help the employee and support him in facing
the burdens of life
5-Providing career development opportunities for those who deserve it based on qualifications,
competencies, knowledge and skills.
6-Management of the employee based on practical goals - leadership competencies - basic competencies
- technical competencies.
8-Preparation
9-Maintain mutual respect at all times.
10-Existence of clear and understandable criteria for measuring and evaluating performance that do not
tolerate personal judgments.
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11-Continuous training and development.
1- Workforce planning, where the organization’s needs of human resources are determined according
to production, marketing, sales plans and technology variables in machines and devices and work
in the coming periods
2- Managers' requests from labor, and this process includes determining the number and preparation
and types of labor required in terms of job competencies and number.
3-Determining vacancies Based on the previous two steps, the Human Resources Department has a
complete vision of the number of vacancies to be filled in which departments, sections and any job levels.
4-Considering the job analysis and reviewing the specifications of the job occupants After determining the
number of vacancies, it is necessary to review the job analysis to know the job requirements of the duties
and responsibilities as well as review the job specifications that should be available in the job holder.
5- External labor markets mean labor (labor force) coming from neighboring and non-neighboring
countries that have an abundance of human resources willing to travel abroad for work, due to the low
level of salaries and wages they have. This source is considered one of the good sources for
attracting human resources in these human resources or The scarcity of some specializations and
skills, and the incoming human resources are characterized by their diversity in terms of
specializations, skills and level of educational attainment. They are usually trained, qualified and ready
to work and do not need education, training and costs, and there is flexibility in completing their work
without problems. (Contemporary Human Resources Department - Dr. Omar Wasfi Aqili -290 -291-
293).
Functional talents:
Applicants are analyzed and evaluated for jobs, attracting and recruitment according to the functional
functions and the following ideal:
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Putting an emirate for each standard with a maximum of ten degrees so that the most important
criterion is granted ten degrees and therefore the weights of other standards are placed in accordance with
its importance
Sources of recruitment
The introduction
The Organization is planning and identifying its human resources needs in future periods in terms of
preparation, functional descriptions, taxes and capacities begin then step on how to obtain these talented
workers with efficient and knowledge, the recruitment process,
This is meant by the application of employment policy from inside the organization through internal
employee's internal transportation to another post, and the organization tracks this policy to create human
resources balance in terms of quantity and type in various regulatory administrations. In some other
departments, there is a lack of some other departments,
1-internal :
The Organization's promotions should be adopted in accordance with an organized, clear and commercial
plan for all employees, so that the relationship between each post, other functions, roads and actions to be
followed for upgrading and progress from the least post to the highest function is necessary here
2-skill stock:
This method is used when the organization has a full perception of the capabilities and skills available to
its employees, where the needs of each job are identified in terms of expertise, capabilities and skills, and
refer to the skills inventory to search for those who have those skills and capabilities, and the job is then
filled either by transfer or promotion. (Ahmed Maher -2004 -145)
3-Internal advertising:
When the organization wants to fill some jobs from the at the lowest organizational levels, it would be
useful to publish its need on the organization’s bulletin boards. These advertisements are read by the
organization’s workers and publish those needs outside the organization in the vicinity of friends and
family,
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where the job is then applied by whoever finds in himself specifications that occupy it on the side
Colleagues, acquaintances and friends. (Aqili 205-299)
When the organization has the desire to occupy one of the jobs with rare specializations, it may require its
employees in the same profession or job to contact their friends who meet the conditions to occupy that
job or profession and tempt them to join the work (Ahmed Maher 2004-146).
6-recruitment
It is the beginning of the process by attracting human resources, and this step includes a number of
activities
1-Staff reward.
2-The knowledge of the goals and cleanliness of the organization is less time takes to appoint in the job
Disadvantages
As he was polarized from the internal source of advantages, he was in return, as follows:
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1-Limited number of competencies.
6-Provide accurate information from the employee by the reference officer of the employee who has
nominated.
7-The staff member of the post shall have a clear picture of the work of the organization.
Determining the sources of human resources is one of the components of the Poetic Program, the achievement of
the target of recruitment activity requires briefing and knowledge of sources that the organization can be dependent
on its human resources requiring in terms of number, type and specifications required to fill vacancies or empty
1-Educational institutions:
With the rapid technical developments and the emergence of contemporary and marketing, marketing and
financial concepts, which are reflected in the development of working methods, organizations in general
and industrially needed to be eligible and professional rehabilitation of this development and
A)Universities are a good reputation in terms of their training plans, savings and laboratories.
2-Employment Offices:
The offices of use or employment are intermediary between private organizations and individuals wishing to
work on a second time if they retain all information on the need for the need for the need for and volatile
posts and also with employment agents (Maher p. 206-148)
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or skills and the benefit of this source in obtaining human resources from a social level approximately
approximately
4-Scientific Associations:
These associations are a source of reliable sources in the recruitment process and to meet the needs of
the Organization from human art.
In applying and requesting work in their organizations, especially for some rare specialties, these meetings
are useful to some extent due to their short duration, but they can be used as an initial step in the
recruitment process. (Aqili - 292)
The human resources management will receive from time to time directly from outside the requests for
direct work, they wish to work without the organization has contacted them and in advance, and they are
usually different from a collection level
External recruitment benefits: The external source of human resources has been characterized by
the most important feature:
1-Supplying new human resources with new human resources and culture and sophisticated companies
nourish new blood.
2-Supplying the organization with temporary human resources can be dispensed after the need for them
8-Organization's growth.
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5-The possibility of mighty employment.
8-Lack of existing staff. (Omar Wasfi Aqili S285-286 - Contemporary Human Resources Management
2004)
First: Introduction
Recruitment activity usually usually uses multiple reciprocate methods and is a broad spread that
is explained in short:
1-recutment of advertising:
The organization's vacancies are announced through the preparation of an ad material containing short and
basic information on the organization and its vacancies and their advantages for employees and the ad is
published by the following means:
Radio
TV
Stores
Daily newspapers
The job advertisement should also be well formulated to arouse interest according to the following:
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Chart (AIDA)
(Educational qualification - minimum years of experience - level of merit - knowledge - skill - abilities
- training)
How to apply for a job in the organization
Job application deadline
interview date
Salary or wages for advertised jobs
Additional benefits provided by the organization to its employees.
There is no doubt that the internal sources of recruitment are numerous, including the following:
internal advertising:
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Bulletin board inside the organization, as many organizations use the internal bulletin board to announce
vacancies in the organization, as these means provide employees in the organization an opportunity to
submit a job vacancy.
Direct manager
In cases where the organization needs to fill a specific job, the manager from inside the organization can
submit the nominations of its employees to fill this position, and this method is characterized by the fact
that the manager has great experience with the level of performance of the nominated workers and their
ability to perform the required job tasks, as well as this source is characterized by low cost The speed of
obtaining nominations from inside.
Professional colleagues:
This source can be relied upon in cases where the organization wishes to fill some specialized professional jobs, and
the workers in this profession are often highly linked to each other, if the organization wishes to appoint an analyst
for a system, it is possible that workers can (Aghili -299)
To find out the extent of the competencies and effectiveness of attracting human resources, and
that the goals of recruitment are to mitigate and that the processes and procedures of recruitment
are on the right path, and that any deviation from the destruction, vital measurement indicators
(KPIs) are set. follows:
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Recruitment
cost The
The cost of hiring from a newspaper advertisement
average
was $300 and the cost of a recruiter's salary for 6
cost of
working days of interviews was $200.
Total recruitment cost + number
hiring one
Other expenses are $200.
of appointees
employee
Number of jobs 5
=055÷05
Dividing the number of people
Job applicants - 300
who passed a stage of
CV Filter - 100
employment by the total number
Conducting interviews and tests - 50
prior to this stage. Efficiency of
Accept Candidates -10
Recruitment stages the
Acceptance of a job offer -2
Job applicants. selection
The second stage is divided by the first stage
CV filtering. process
100÷300=33%
Conducting interviews and tests.
Or dividing the third stage ÷ second stage
Accepting candidates.
50÷100=
Accept the job offer.
%05
Job applicants - 300 Dividing the number of people Efficiency of
CV Filter - 100 who passed a stage of the
Conducting interviews and tests - 50 employment by the total number selection
Accept Candidates -10 prior to this stage. process
Acceptance of a job offer -2 Recruitment stages
The second stage is divided by the first stage Job applicants.
100÷300=33% CV filtering.
Or dividing the third stage ÷ second stage Conducting interviews and tests.
50÷100=50% Accepting candidates.
%05 Accept the job offer.
5 individuals from social networking sites were Number of individuals appointed Employer
appointed, out of the total applicants from the by the employer ÷ total applicants Efficiency
same site 50 people from the same employer x 100
5÷50x100=10%
It is possible to calculate it differently by dividing
the number of applicants from one recruitment
source by the total number of applicants from all
the recruitment channels used for recruitment to
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find out the most attractive source to generate
many applicants, for example an advertisement in
the newspaper = 100 applicants
An advertisement in a social network = 300
Advertisement on my job site = 200
So, the efficiency of the newspaper in attracting
superior students = 100÷600 = 16.6%
The efficiency of the social network = 300 ÷ 600
= 50%
Employ me site efficiency = 200÷600=33.3%
Number of service leavers ÷ Employment
average number of employees x courses
100
Average number of employees =
(number of employees in the first
period + number of employees in
the last period) x 100
join
Number of people employed ÷
average number of employees x
100
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Results and Recommendations:
2-Human resource planning effectively affects the organizations’ awareness of the human resources
available to them, in terms of numbers, competencies, shortage and surplus in jobs, as well as the fairness
of distributing tasks and responsibilities to individuals at the level of organizational departments,
determining their needs for human resources from the labor market, preparing competencies, as well as
the dynamics of
the labor market and the extent of supply balance And the demand and competition for those human
resources that are targeted to attract talent and emotional intelligence at work.
3-The organizations that job seekers want are organizations that work to develop the employee, refine his
skills and raise his merit, in addition to giving him appreciation and respect, presenting ideas and
suggestions, allowing him to participate in decision-making, benefits, compensation, reward and health
insurance for them, and changing the recruitment process has a major role in giving confidence to
applicants That this organization is most appropriate.
4-The career path system has a significant role in motivating individuals in organizations to achieve
results, increase their effectiveness and contribute to increasing the spirit of competition.
5-Good job advertisement design Effective job advertisement attracts large numbers of job seekers, while
facilitating the efficient and effective selection of human resources.
6-Social media is the most efficient and effective means to advertise a job, specifically LINKEDIN.
Second: Recommendations:
2-Attracting human resources according to the principle of selecting candidates who possess behavior and
thought appropriate to the company's values and culture.
3-The human resources manager must identify the level of fit between the candidates and the job by
evaluating the mental abilities, personal characteristics and professional tendencies to reach the
appropriate competence.
4-Recruitment and recruitment are the first step in building the human capital of the organization, and it is
important that this be in accordance with
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(The right combination - the right qualifications - the right number - the right costs - the right place
- the right time)
5-Application of capabilities and competency measurement options to measure the applicant’s ability to
learn and interview to gain knowledge. These choices are characterized by not based on measuring the
applicant’s knowledge, experience and skill for the current job, but rather targeting what is deeper than that
is the selection of individuals who have the ability and ability to learn, and rapid development after joining
the organization
6-Recruitment and employment based on behavior and competencies, not experience and skills.
7-Assigning the recruitment and appointment of human resources to individuals with competence, those
who possess knowledge, capabilities and skills, and those who have previously practiced the application of
objective and scientifically proven standards and methods of recruitment, in order to reduce the errors of
hiring or not hiring, there may be individuals with competence who are not employed and the organization
deprived of Investing in human capital, and other individuals whose knowledge, skills and abilities do not
match the needs of the organization and are employed and add cost to the organization without return.
8-The organization should look at attracting and appointing human resources on the basis of an
investment like other investments. (Success - Failure) The feasibility of the project.
The references :
Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi
2017
Prof. Dr. Muhammad Serafi’s Human Resources Engineering book, p. No. (125-126)
Dr. Amr Wasfi Aqili, in his book Contemporary Human Resources Management p. No.
(229-230)
Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi,
2107
31
2007 Salah El-Din Abdel-Baqi
Atallah 215-144
(Aqili-184-183)
(Maher p. 206-148)
Omar Wasfi Aqili pp. 285-286 - Contemporary Human Resources Management 2004 AD
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