60 HR Planning and Recruiting (2014)

Language and Administrational Programs Department
Discovering Human Resources

Management Module 2
HR Planning and Recruiting

1- Planning and forecasting Pages (2-13)
Sub –
2- Effective recruiting Pages (14-16)
Sections
3- Internal sources of candidates Pages (17-18)
Discovering
Human 4- Outside sources of candidates Pages (19-23)
Resources
Management
5- Recruiting a more diverse workforce Pages (24)
(Module 2)
HR Planning
and 6- Developing and using application
Pages (24-25)
Recruiting forms
Appendices Pages (26-32)
This document consists of 32 pages

Discovering Human Resources Management (Module 2) HR Planning and Recruiting
Discovering Human Resources Management (Module 2)
HR Planning and Recruiting
Aim of study
After this course, the trainee would be able to:
1. Explain the main techniques used in employment planning and

forecasting.
2. List and describe the main internal and external sources of candidates.
3. Explain how to recruit a diverse workforce.
4. Effectively recruit job candidates.
1
TS60MAN12Re
1- Planning and forecasting
It can be defined as a strategy for the acquisition, utilization, improvement and

retention of an organization’s human resources. It is also the process of deciding
what positions need to be filled and how to fill them, thus, covering the entire
firm’s future position.
It can also be defined as the process of evaluating how an organization should
move from its current HR position to its desired position.
Therefore, it is a part of the firm’s strategic plans like plans to expand, enter new
markets or reduce costs.
Example: when a company forecasts its human resources needs, it is faced by one
of these two cases. If the demand is more than the existing staff, then there is a
shortage and the company needs to recruit. If the demand is less than the existing
staff, then the company needs to right size.
If the organization is not staffed with the right number and types of people,
strategic, operational, and functional goals may go unmet.
Benefits of HR planning:
• Integrate strategic demands with appropriate staffing levels.
• Ensure the optimum use of the people currently employed.
• Match HR activities with future organizational objectives efficiently.
• Achieve economies in hiring new workers.
• Expand HR information base to assist other HR activities and other
organizational units.
• Make major demands on local labor markets successfully.
• Provide for the future staffing needs of the organization in terms of skills,
number, and ages of people.
2
TS60MAN12Re
Perspectives of HR planning
Hr planning can be performed on two levels:
MACRO HR planning
• It is concerned with assessing and forecasting demand for and availability of

skills at national or global level.
• It predicts the kinds of skills that will be required in the future and compare
these with what is / will be available in the country.
MICRO HR planning
• It is the process of forecasting demand for and supply of HR for specific

organization.
There are some issues to be addressed in HR Planning like:
• How many employees does the organization currently employ?

• What is the age profile of employees?
• Which are the biggest departments in the organization?
• What skills do the employees possess?
• How many employees, on average, leave the organization every year?
• In which areas of expertise does the organization tend to lose more
employees?
3
TS60MAN12Re
Business Strategy & HR Planning

The following table shows the suitable HR plans and activities that are used to
implement the company's different business strategies.
Business strategy focus HR strategy HRP activities
Cost leadership
• Cost control • Job and employee • Internal promotions
• Stable business specialization • Emphasis on training
environment • Employee efficiency • Hiring and training for
• Efficiency and quality • Long HR planning scope specific capabilities
Differentiation
• Shorter HR planning
• Long term focus scope
• External staffing
• Growth • Hire HR capabilities
• Hire and train for broad
• Creativity in job behavior required
competencies
• Decentralization • Flexible jobs and
employees
Defender
• Finds change threatening • Bureaucratic approach • Build HR
• Favors strategies which • Planned and regularly • Likely to emphasize
encourage continuity and maintained policies to training programs and
security provide for lean HR internal promotion
Prospector
• Succeed on change • Creative and flexible
• Favors strategies of management style • Acquire HR
product and / or market • Have high quality HR • Likely to emphasize
development • Emphasize redeployment recruitment, selection and
and flexibility of HR performance base
• Little opportunity for compensation
long-term HRP
4
TS60MAN12Re
Organizations' life cycle and HRP
HR plans for staffing also change

according to the stage of the life cycle
that the organization lays in as follows:
Introduction:
• Attract best technical and
professional talent.
Growth:
• Recruit adequate numbers and mix of qualified workers.
• Plan management succession.
• Mange rapid internal labor market movements.
Maturity:
• Encourage sufficient turnover to minimize layoffs and provide new openings.
• Encourage mobility as reorganizations shift jobs around.
Decline:
• Plan and implement workforce reductions and reallocations, downsizing and
outplacement may occur during this stage.
When a company wants to put a plan, it has to forecast assumptions about the
future. While planning for employment requirements, you’ll usually need to
forecast three things:
1. The demand for Human Resource
2. The supply of inside candidates
3. The supply of outside candidates
Afterwards, you'll have to match the demand and the supply in order to take the
suitable HR decision.
A. The demand for Human Resource
5
TS60MAN12Re
There are many causes of the demand for personnel. They can be classified into the
following:
1. External:
• Economic developments: like Inflation, unemployment, and changing
workforce patterns. These factors have noticeable effect but are difficult to
estimate.
• Social, political and legal challenges: like various government regulations
prohibiting discrimination in hiring and employment which have direct
impact on HR practices.
• Technology changes: they are difficult to predict and assess but may
radically alter strategic and HR plans like the growth in the IT field which
led to the employment of millions of people directly and indirectly.
However, it complicates HR, because it tends to reduce employment in one
department while increasing it in another.
• Competition: it creates pressure to get the right talent at the right
compensation.
2. Organizational:
• As organizations respond to changes in their environment, decisions are
made to modify the strategic plan which commits firms to long-range
objectives like growth rates, new products and new markets. These
objectives dictate the number and types of employees needed in the future.
• Sales and production forecasts may provide quick notice of short-run
changes in demand for HR.
• New ventures means changing HR demands – when a new venture is begun
internally from scratch, lead time may allow planners to develop short-run
and long-run employment plans – merging HR group with Corporate
Planning staff.
6
TS60MAN12Re
3. Workforce:
• Demand is modified by employees’ actions such as retirement, resignation,
termination, deaths and leaves of absence.
There are several methods to predict employment needs:
1- Trend analysis: is a study of a firm’s past employment needs over a period of

years to predict future needs. It helps you to identify trends that continue into the
future. It uses methods like indexation, statistical analysis and extrapolation.
Extrapolation means to draw conclusions about the volume of current business
activity for the years for which the forecast is being made. Since there is a
correlation between volume of business activity and employment level, linear
extrapolation would also indicate HR demand by job and skill category.
2- Ratio analysis: It involves determining future staff needs by using ratio between,
for example, sales volume and number of employees needed. Ex: if a salesperson
usually generates 50.000 $ in sales, you would require six new persons next year to
produce around 300.000$ dollars.
7
TS60MAN12Re
400000
350000
300000
250000
200000
150000 sales
100000
50000
0
2 4 6 8
employees
The previous two methods assume that productivity remains about the same.
3- The scatter plot: it is a graphical method used to help identify the relationship
between two variables. Ex: the measure of business activity in relation to your
firm’s staffing levels.
8
TS60MAN12Re
4- Using computers to forecast personnel requirements: it is the determination of

future staff needs by projecting sales, volume of production, and personnel required
to maintain this volume of output, using software program packages.
5- Regression analysis: Drawing a statistical comparison of past relationship among
variables. Past levels of various work load indicators, such as sales, production
levels, and value added, are examined for statistical relationships with staffing
levels. Where sufficiently strong relationships are found, a regression (or multiple
regression) model is derived. Forecasted levels of the retained indicator(s) are
entered into the resulting model and used to calculate the associated level of human
resource requirements.
6- Markov analysis: it shows the percentage of employees who remain in each job
from one year to the next, as also the proportion of those who are promoted or
transferred or who exit the organization. Internal mobility among different job
classifications can be forecast based upon past movement patterns. Pattern is used
to establish transitional probabilities and to develop a transition matrix.
7- Managerial judgment: most employment decisions are made by line managers.
Therefore, Hr planners need to learn about these managers staffing needs as they
9
TS60MAN12Re
may modify the forecast based on factors like turnovers or a desire to enter new
markets. They also refer to the job description documents to know the skills
required for each job opening.
8- Experts forecasts: they are based on the judgments of those who are
knowledgeable about HR future needs. They use different methods like formal
expert survey, nominal group technique (NGT), which is a structured method for
group brainstorming that encourages contributions from everyone, and Delphi
technique in which experts answer questionnaires in two or more rounds and then
a facilitator provides an anonymous summary of the experts’ forecasts after each
round.
B. Forecasting the supply of inside candidates:

First, you have to know your staffing needs. Next, you have to estimate the likely
supply of both inside and outside candidates. However, it is recommended to begin
by determining which current employees might be qualified for the projected
openings. Here, HR planners audit the present workforce to learn about workers
capabilities creating skills inventories (for non managers) and management
inventories.
Managers use these qualification inventories which can be manual or
computerized records to learn about employees’ education, career and
development interests, languages, special skills and so on, in order to select inside
candidates for promotion.
Manual systems also include personnel replacement charts which are the
company’s records showing present performance and promotablility of inside
candidates for the most important positions. This high level of internal employment
is called talent management. (See appendix1). Moreover, the manual systems
10
TS60MAN12Re
include position replacement charts which is a card prepared for each position in a
company to show possible replacement candidates and their qualifications. Finally,
Manual systems include replacement summaries which provide more data than
replacement charts as they list likely replacements for each job and indicate their
relative strength and weaknesses.
Succession planning
Forecasting the availability of inside candidates is important in succession planning
which is the process of ensuring a suitable supply of successors for current and
future senior or key jobs. It is limited to these positions only, due to the
complexities and time demands involved in developing these plans.
It includes activities like:
• Determining the projected need for managers by company level, function and
skill.
• Planning individual career paths based on estimates of future needs.
• Accelerated promotions based on the future needs of the business.
• Training and development to prepare individuals for future roles.
• Planned strategic recruitment to fill short term needs
This is an example of Employee Replacement Chart for Succession Planning
11
TS60MAN12Re
Computerized information systems are suitable for large firms as it is hard to track
thousands of employees manually. They use various packaged software systems in
which the employee and the HR department enter information about the
employee’s backgrounds, experience and skills often using the company’s intranet.
Thus, when a manager needs a person for a position, he describes the position and
the system produces a list of qualified candidates. Such computerized skills might
include: Work experience, product knowledge, industry experience, formal
education, training courses foreign language skills, relocation limitations, career
interests, performance appraisals skills.
C. Forecasting the supply of outside candidates

If you won't have enough inside candidates to fill the anticipated openings, you
need to anticipate the availability of outside candidates. Therefore, you may need to
consider many factors like:
12
TS60MAN12Re
• The various skills and expertise of the candidates in relation to the changing
needs of the organization.
• The changing workforce composition.
• The expected unemployment rates. (The lower the rate, the harder it will be
to recruit.)
• Government regulations and pressures such as job reservations for certain
groups
13
TS60MAN12Re
2- Effective recruiting
Recruiting is the process of finding and attracting capable applicants for

employment.
It is important for several reasons:
1- Recruiting is affected by economic and unemployment levels.
2- High average turnover rates for some occupations.
3- The increased emphasis on technology and thus skilled employees demand
selective hiring.
Notice that it is important to select effective recruits in order to reflect a
professional image about your firm.
Here is an overview of the recruitment process:
14
TS60MAN12Re
The major challenges facing the HR in recruitment are:

1. The need for encouragement: this is because even if the organization is
achieving results through its skilled employees, HR department's effort in
recruiting them is not recognized immediately.
2. Strategic plans: The changes in the market and the rise of new economic
systems are seen as opportunities and challenges for the HR professionals.
This calls for reviewing the staffing needs and prioritizing HR tasks to meet
these changes.
3. Process analysis: The speed of the recruitment process is the main concern of
the HR in recruitment. The process should be flexible, cost effective and
adaptable to any urgent requirements.
4. Adaptability to globalization: The HR professionals are expected and
required to be in touch with the changes taking place across the globe. For
example, The Society for Human Resource Management conducted a survey
to predict the new global trends in HR and found the following:
• There will be a rise in health care costs
• The focus will be on domestic safety and security
• There will be an increase in the use of technology to communicate
with employees
• There will be an increase in the use and development of e-learning
5. There is a tough competition among companies to attract highly talented
candidates to join their staff.
The recruiting yield pyramid: is a tool to calculate the number of applicant's

employers must generate to hire the required number of new employees.
15
TS60MAN12Re
Given these ratios, the firm knows it must generate 1,200 leads to be able to invite
200 viable candidates to its office for interviews. The firm will then get to
interview about 150 of those invited, and from these it will make 100 offers. Of
those 100 offers, about 50 will accept.
Line and staff cooperation

The HR manager who recruits for a job is rarely responsible for supervising it.
Therefore, he has to cooperate with the supervisor involved to review the job
description and to obtain any additional information about the skills and talents the
new worker will need.
Recruitment Evaluation
The recruitment process is evaluated according to the following points:
• The number of jobs filled
• The timeliness of jobs filled
• The cost per job filled
• The organizations' goals achieved
16
TS60MAN12Re
3- Internal sources of candidates
Current employees are often the best source of candidates. Filling open positions
with inside employees has many benefits:
1- The company has a more accurate view of the candidates’ skills.
2- Inside candidates are more committed to the company.
3- Moral may rise because they see the promotion as rewards for performance.
4- They need less orientation and training.
However it has some disadvantages like:
1- Candidates who do not get the job may become discontented.
2- They tell other applicants why they failed.
3- Sometimes, it is a waste of time to interview many candidates when the manager
knows ahead whom he wants to hire.
4- Some groups are not satisfied when their new boss is appointed from within their
own ranks.
5- Sometimes, when all managers are from, they tend to maintain the states quo
while a new direction is required.
Finding internal candidates:
Promotion from within requires using job posting, personnel records and skills
bank.
Job posting is publicizing an open job to employees (often by posting it on bulletin
or intranets) and listing its attributes like qualifications, supervisor, working
schedule and pay rate. (See appendix 2)
17
TS60MAN12Re
Personnel records are also important as they may reveal employees who are
working in jobs below their educational levels and employees who have the right
background for the open job.
Skills bank: are used to list current employees with specific skills.
Hiring employees - the second time around

Formerly, it was considered unwise to rehire former employees who left for better
jobs as quitting was seen as betrayal. Today, this view is changed due to high
turnover in some high tech occupations. It can be useful as they are familiar with
the company’s culture, style and ways of doing things. However, they may return
with less than positive attitude and if they are given better jobs, this may encourage
other employees to leave the company. It is advisable to inquire about what these
employees did during the lay off and how they feel about returning to the job
18
TS60MAN12Re
4- Outside sources of candidates
Firms can’t always get all the employees they need from their current staff. This
becomes clear when a company wants to grow or to enter new markets. Here, the
company has to recruit a large number of employees at the entry level, especially if
the firm promotes from within to fill job vacancies. Besides, sometimes, they just
need to inject a new perspective. Thus, to meet their demand from external
candidates, they use several sources like:
Advertising
To use advertising successfully, employers have to address two issues, the
advertising media and the ad’s construction.
The media: the selection on the best mean like the local paper, TV, employment
fairs or the internet depends on the positions for which you’re recruiting. The point
is to target your ad where they’ll do the most good.
Constructing the ad
Experienced advertisers use a guide called AIDA (attention, interest, desire, and
action) to construct ads. The ad should attract attention, develop interest in the job,
create desire by spotlighting the job’s interesting factors, and prompt action. (See
appendix 3)
Employment agencies
Private employment agencies are important sources of clerical and managerial
personnel. It is useful when:
1- Your firm doesn’t have its own HR department.
2- You must fill a particular opening quickly.
19
TS60MAN12Re
3- You want to cut down on the time you’re devoting to interviewing as they know
the strengths, weakness and the work ethic of those they have listed for hire.
4- You need to hire qualified temporarily employees.
5- You want to cut the time for training as they know exactly who would be
qualified for the position.
To get the best results from these agencies, experts suggest the following:
1- Give the agency an accurate job description.
2- Tests and interviews should be part of the agency’s selection process.
3- Check on the effectiveness of the agency’s screening process.
4- Develop a long term relationship with one or two agencies.
5- Compare between the agencies to select the best.
Executive recruiters
They are also called headhunters. They are special employment agencies retained
by employers to seek out top management talent for their client. They are wanted
for jobs that would include crucial executive and technical positions.
Temp agencies and alternative staffing

Employers sometimes supplement their permanent workforce by hiring contingent
or temporary workers (part-time workers); often through temporary help
employment agencies. This method is affected by many factors like the country's
culture and its economic structure and the people's level of education. This kind of
staff is on the rise for many reasons:
• They fill in for permanent workers who are sick or on vacation.
• They help increase productivity by being paid only when they are working.
• They save the time and the expense of personally recruiting and training new
employees.
20
TS60MAN12Re
• They help in seasonal hires.

• They can be used during downsizings.
However, employers should consider these guidelines while hiring temporary staff:
1- Provide honest information about the length of the job assignment.
2- Ensure fair and nondiscriminatory treatment of these workers.
3- Consider their impact on full time workers.
4- Provide them with the necessary training and orientation.
College training
Some companies offer summer training for college students in their premises. Thus,
these companies get the chance to evaluate the students and create an applicant
pool from that college’s graduating class to choose the best ones among them to
recruit later.
On-sites visits
Employers invite good candidates to the employer’s office or plant for an on-site
visit. It is advisable to plan well for this visit and prepare an interview then make an
offer as soon as possible.
Internships
Many students get their jobs through college internships.
Other outside sources of candidates include:
Referrals and walk-ins

The firm posts an announcement of opening and request for referrals in its bulletin
and on the intranet. Rewards are offered for referrals that lead to hiring.
21
TS60MAN12Re
Advantages: current employees usually provide accurate information about the job
applicants they are referring. The new employees also have a realistic picture about
work in the firm.
Disadvantage: the employees’ moral may become low if the referral is rejected.
Walks-in refers to direct application made at your office. Thus, some employers
post hiring signs on their property.
Recruiting on the internet

A large number of employers use the internet as a recruiting tool mainly for
computer-related positions.
Advantages:
• It is cost effective as it is cheaper than newspapers.
• It saves time as the response to the internet ad may come the day the ad is
posted.
Disadvantages:
• It can waste a lot of time because it can be difficult to limit the amount of
applicants.
• Some jobs need specific skills that an employer might be unable to find
qualified candidates through Internet job posts.
• Some candidates prefer more traditional methods of job hunting, such as
networking or using employment agencies.
Firms also install applicant tracking systems to obtain services like requisitions
management for monitoring open jobs, applicant data collection for scanning
applicant’s data into the system, and reporting to create various recruiting related
reports such as cost per hire. HireDesk and CATS applicant tracking systems are
22
TS60MAN12Re
examples of these software systems which offer services like recruiting, staffing,
job posting and screening. (See Appendix 4)
However, it is important to conduct a labor market analysis to the market from
which the organization recruits as the market’s size depends on the skills level
being sought.
Factors that attract candidates to the job

These days it’s not just salaries which attract candidates to the firm but many
factors affect their choices. They can be categorized as follows:
1. Compensation and benefits
2. The Job position
3. The job itself
4. Organization image (reputation)
5. Working conditions
6. Development opportunities
7. Economic conditions (like recessions)
What are the factors that affect the recruiter?

1. Availability: fresh graduates versus experienced and specialized employees
2. Cost: salaries and recruitment fees which are high (ads and recruiters)
3. Management policy: internal and external policy
4. EEO (equal employment opportunity) as it should be justified and job
related.
23
TS60MAN12Re
5- Recruiting a more diverse workforce
Due to the rapid increase in minorities like older workers and women, it is
necessary to recruit a more diverse workforce. Example:
Older worker:
• Age related changes have little effect on worker’s output except in the most
physically demanding tasks.
• Creative and intellectual achievements don’t decline with age.
• They display more company loyalty than younger workers.
The global talent search

Sometimes companies are looking in foreign countries for employees to fill jobs
that are not filled locally. In fact, technology can make global searches easier using
tools like videoconferencing to interview candidates. Also, global firms recruit
internationally as a part of satisfying their worldwide recruiting needs.
6- Developing and using application forms
Purpose of application forms

An application form is the form that provides information, education, prior work
record and skills. It is the first step in the selection process.
It is divided into the following sections:
1. Work history (which is the most important section)
2. Personal data
3. Employment status
4. Education and skills
5. Military background
24
TS60MAN12Re
6. Membership, awards, and hobbies

7. References
8. Signature line
(See appendix 5)
Thus, it provides information that helps you to:
1. Evaluate whether the applicant has the education and experience to do the
job or not.
2. Draw conclusions about the applicant’s previous progress and growth.
3. Draw conclusions about the applicant’s stability.
4. Use the data to predict which candidates will succeed on the job.
5. Structure the interview's questions based on the given data.
Most organizations need several application forms for technical and managerial
personnel.
Application forms are useful as they are organized and have standardized format,
so it is easier for employers to scan the information and make comparisons. Also,
some firms use electronic forms that are saved directly into the system.
25
TS60MAN12Re
Appendix 1
Talent management can be defined as the implementation of integrated strategies or

systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future
organizational needs. It can also be referred to as performance management or
talent acquisition.
Leading companies invest in talent management to select the best person for each
job because they know success is powered by the total talent quality of their
workforce and that exceptional business performance is driven by superior talent.
On the other hand, many challenging workforce issues confront HR, including:
• Heightened competition for skilled workers.
• Acknowledgement of the high cost of turnover.
• Importance of succession planning.
Therefore, HR practices have evolved from policy creation, cost reduction, process
efficiency, and risk management to driving a new talent mindset in the
organization. They have become the strategic enabler of talent management
processes that empower managers and employees while creating business value.
26
TS60MAN12Re
Appendix 2
A sample of an internal job ad
Internal ad for the company's employees

The company announces its need for a department manager of orders and
installation of PCs at the general department of support and maintenance of
programs and PCs.
Requirements:
• To hold a Bsc in computer and communication engineering or to be a
computer specialist
• To have a general estimate at least good
• To have suitable experience in the field of operating and installing PCs
• To be efficient in the English language
The candidates should fill the application form enclosed with the ad by rewriting it
on the computer.
The resumes should be sent within two weeks starting from 4-8-2010 to the office
of the sector chief of HR Development or by fax to the following numbers:
31315794 – 31315690
Deputy of CEO for HR, legal and administration affairs
27
TS60MAN12Re
Appendix 3
A sample of a job ad
Customer service officer, Ref: 555JA
We are a large pharmaceutical company looking for a customer service officer to join our
administration team. This role would be suitable for an experienced customer service officer,
preferably someone who has previously worked in a pharmaceutical or medical environment.
As the customer service officer, you will:
• Meet and greet clients and customers

• Respond to internal and external enquiries via email, phone and face-to-face
• Manage customer order entries
• Manage and update client accounts
• Provide customers with quotes and product knowledge
• Update client databases
• Perform general administration tasks
• Support other departments
We are looking for someone who is friendly, hardworking and thrives in a fast-paced
environment.
The successful candidate will also have:
• Excellent communication skills

• A warm, approachable manner
• At least two years experience in a customer service position
• Extensive experience using MS office software
• Experience using database management systems
Should this position be of interest please email a current resume to Lionel Miller at
lionel.millier@email.com, or mail to Karp Pharmaceuticals, 100 Green Street, Terrace Hill
28
TS60MAN12Re
SA 5666
Appendix 4
29
TS60MAN12Re
Appendix 5
A Sample of Employment Application

Employment Application
An Equal Opportunity Employer

Company is an equal opportunity employer. This application will not be used for limiting or
excluding any applicant from consideration for employment on a basis prohibited by local, state,
or federal law. Applicants requiring reasonable accommodation in the application and/or
interview process should notify a representative of the organization.
Applicant Information
Applicant Name _____________________

Home Phone _______________________
Other ____________________________
Email Address _____________________
Current Address:
Number and street ____________________
City ________________________________
How were you referred to Company?:___________________________
Employment Positions
Position(s) applying for:________________________________
Are you applying for:
• Temporary work – such as summer or holiday work? [ ] Y or [ ] N

• Regular part-time work? [ ] Y or [ ] N
• Regular full-time work? [ ] Y or [ ] N
• What days and hours are you available for work? _________________
• If applying for temporary work, when will you be available? ___________
• If hired, on what date can you start working? ___ / ___ / ___
• Can you work on the weekends? [ ] Y or [ ] N
30
TS60MAN12Re
• Can you work evenings? [ ] Y or [ ] N

• Are you available to work overtime? [ ] Y or [ ] N
• Salary desired: $________________________________
• Personal Information:
• Have you ever applied to / worked for Company before? [ ] Y or [ ] N

If yes, please explain (include date): ________________________
• Do you have any friends, relatives, or acquaintances working for Company? [ ]Y/[ ]N
If yes, state name and relationship: ________________________________
• If hired, would you have transportation to/from work? [ ] Y or [ ] N
• Are you over the age of 18? (If under 18, hire is subject to verification of minimum legal
age.) [ ] Y or [ ] N
• If hired, are you willing to submit to and pass a controlled substance test? [ ] Y or [ ] N
• Are you able to perform the essential functions of the job for which you are applying, either
with / without reasonable accommodation? [ ] Y or [ ] N
• If no, describe the functions that cannot be performed
_____________________________________________________________
• (Note: Company complies with the ADA and consider reasonable accommodation measures
that may be necessary for eligible applicants/employees to perform essential functions. It is
possible that a hire may be tested on skill/agility and may be subject to a medical
examination conducted by a medical professional.)
• Have you ever been convicted of a criminal offense (felony or misdemeanor)? [ ] Y or [ ] N
• If yes, please describe the crime - state nature of the crime(s), when and where convicted and
disposition of the case. _________________________________
• (Note: No applicant will be denied employment solely on the grounds of conviction of a
criminal offense. The date of the offense, the nature of the offense, including any significant
details that affect the description of the event, and the surrounding circumstances and the
relevance of the offense to the position(s) applied for may, however, be considered.)
31
TS60MAN12Re
• Education, Training and Experience
• High School:
School name: ________________________
School address:________________________
School city:________________________________
• Number of years completed: _______________

Did you graduate? [ ] Y or [ ] N
Degree / diploma earned: _______________
• College / University:
School name: __________________________
School address:________________________
School city:________________________________
• Number of years completed: ________
Degree / diploma earned: __________________
• Occupational School:
Name: ________________________
Address:______________________
City,:________________________________
• Number of years completed: ________
Degree / diploma? : __________________
• Military:
Branch: ________________________
Rank in Military:________________________
Total Years of Service: ________
Skills/duties: ________
Related details:________________________________
32
TS60MAN12Re

60 HR Planning and Recruiting (2014)

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

60 HR Planning and Recruiting (2014)

Uploaded by

Copyright:

Available Formats

Language and Administrational Programs Department

Discovering Human Resources

HR Planning and Recruiting

Appendices Pages (26-32)

This document consists of 32 pages

Discovering Human Resources Management (Module 2)

HR Planning and Recruiting

1. Explain the main techniques used in employment planning and

1- Planning and forecasting

It can be defined as a strategy for the acquisition, utilization, improvement and

• It is concerned with assessing and forecasting demand for and availability of

• It is the process of forecasting demand for and supply of HR for specific

There are some issues to be addressed in HR Planning like:

• How many employees does the organization currently employ?

Business Strategy & HR Planning

Business strategy focus HR strategy HRP activities

Organizations' life cycle and HRP

HR plans for staffing also change

1- Trend analysis: is a study of a firm’s past employment needs over a period of

4- Using computers to forecast personnel requirements: it is the determination of

B. Forecasting the supply of inside candidates:

This is an example of Employee Replacement Chart for Succession Planning

C. Forecasting the supply of outside candidates

Recruiting is the process of finding and attracting capable applicants for

The major challenges facing the HR in recruitment are:

The recruiting yield pyramid: is a tool to calculate the number of applicant's

Line and staff cooperation

3- Internal sources of candidates

Finding internal candidates:

Hiring employees - the second time around

4- Outside sources of candidates

Temp agencies and alternative staffing

• They help in seasonal hires.

Other outside sources of candidates include:

Referrals and walk-ins

Recruiting on the internet

Factors that attract candidates to the job

What are the factors that affect the recruiter?

5- Recruiting a more diverse workforce

The global talent search

6- Developing and using application forms

Purpose of application forms

6. Membership, awards, and hobbies

Talent management can be defined as the implementation of integrated strategies or

• Heightened competition for skilled workers.

• Acknowledgement of the high cost of turnover.

• Importance of succession planning.

Internal ad for the company's employees

Customer service officer, Ref: 555JA

• Meet and greet clients and customers

• Excellent communication skills

A Sample of Employment Application

An Equal Opportunity Employer

Applicant Name _____________________

Position(s) applying for:________________________________

Are you applying for:

• Temporary work – such as summer or holiday work? [ ] Y or [ ] N

• Can you work evenings? [ ] Y or [ ] N

• Have you ever applied to / worked for Company before? [ ] Y or [ ] N

• Education, Training and Experience

• Number of years completed: _______________

You might also like