Human Resource Planning and

Recruitment

By Shweta Bambuwala
 Human resource planning

Human resource planning is a process of

identifying and then matching the human
resource requirements and availability in order to
determine the future HR activities of the
organization on the basis of the overall
organizational objective.
 Characteristics
• Aims at fulfilling corporate strategies and goals
• Process involving series of related activities
• Determines Long term strategies from hr
perspectives
• Logical and efficient decision making
• Emphasizes both quantitative and qualitative
dimensions of HR
Factors affecting human resource planning
• Strategy of the organization.
• Culture of the organization.
• Competitive and financial environment.
• Current organizational situation.
• Quantity and skill levels of human resources
required.
Human resource planning process
HR forecasting—need assessment
(contd.)
 3. Delphi technique

• The Delphi technique is basically a group-based

systematic forecasting method.

• This technique does not require any face-to-face

participation by the experts.

• This method aims at maximizing the benefits and

minimizing the dysfunctional aspects of group
decision-making as it eliminates group dynamics and
individual dominance from the process.
4. Normal group technique

• It is an interactive mode of decision-making.

• Each expert in a group independently
develops HR requirements and presents it
before other experts in the group.
• Each member’s proposal is relatively graded
and the top-ranked proposal is selected as the
final HR forecast
5. Managerial Judgment
• The forecasting in managerial judgment is
based on the managers’ subjective views on
the possible human resource requirements in
the future.
• Forecasts are made about the HR
requirements, usually by the senior managers
of the organization based on their experience.
• Types
1. Bottom up Approach
2. Top Down Approach
6. work study technique
• It aims at examining the business operations to
achieve the optimum utilization of the human and
physical resources available.

• The major purpose of this technique is to improve

the employees’ productivity and organizational
efficiency.

• This technique is normally carried out through

method study and work measurement techniques.
7. zero-base forecasting
• Zero-base forecasting requires lines managers
to justify the need to continue with the
positions or jobs that fall vacant in their
department.
• It does not consider any position as eligible for
routine continuance.
• This method requires managers to conduct a
comprehensive study of the utility of each
vacancy before seeking replacements. This
technique is derived from the widely popular
concept of zero-base budgeting.
8. simulation model
• Simulation model is a mathematics-oriented,
software-enabled technique.
• This model simulates the HR requirements
and availability to determine the likely gap
between the demand for and the supply of
human resources.
• The working of the simulation model involves
asking several what-if questions to develop
alternatives in the forecasting process.
9.human resource allocation approach

It is a forecasting method based on Object

oriented simulation model

It has four components

• Employees
• Functions
• A matching model and
• A formal rule structure
• This method allows comprehensive modelling
of the interaction among these components.
• The matching model deals with the allocation
of different jobs to employees.
• An organization would make HR forecasting
based on the specific outcome of the matching
model.
 Step-4.1: HR forecasting—estimation of
availability
The techniques for forecasting HR availability
through internal sources are
1. Replacement charts- These are records that
contain details about the currently serving
employees and the possible replacements for
them in their position.
Position Replacement Chart
Personnel Replacement Chart
2.Turnover rate
3.Human resource management information
system (HRIS)
4. Productivity level
5. Overtime and absenteeism
6. Succession planning
 Barriers to HR planning process

• Insufficient realization of the importance of HR

plans.
• Glut in the Indian labour market.
• Union resistance.
• Cost–benefit misconceptions.
• Absence of coordination.
• Future uncertainty.
Recruitment
 What is recruitment?
Recruitment is a search for promising job
applicants to fill the vacancies that may arise in
the organization.

• It is a positive act.
• It involves a series of planned activities.
• It helps in developing applicant pool.
• It represents the first contact between
the organization and the potential
employees.
• It intends to locate and reach out to
potential applicants.
 Factors governing recruitment policy
The internal factors are
• HR policy of the organization
• Nature of the job
• Reputation of the firm
• Conventional wisdom

The external factors are

•Labour market conditions
•Legal provisions
•Socio–economic factors
 Recruitment process

The recruitment process is concerned with the

procedure for the identification and classification
of the potential source of human resources
supply and effectively utilising those sources.
Recruiting Yield Pyramid

5–23
Finding Internal Candidates

Rehiring Former
Job Posting
Employees

Hiring from Within

Succession Planning
(HRIS)

5–24
 Evaluation of Internal Sources
Merits
• Career Devlopment plans to
employees
• Less orientation and training
• Good motivator and moral
booster
• Better utilization of skills ,
experience and qualifications
• Easy to induct employees in to
work environment
• Economical and less time
consuming
• Enhance Loyalty
Limitations
• Restriction on recruitment of
diverse workforce
• May get better candidate but
not the best all time
• May result in in breeding
• Can affect unity and integrity
of the organization
• Difficult to infuse fresh talent
and creativity
Outside Sources of Candidates
Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting Services

2 Advertising 7
(ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing
 Evaluation of External Sources
Merits Limitations
• Enable to generate a large • Existing employees may not
pool of applications get adequate opportunity for
• Org. can adopt rigorous promotion
procedure • Costly and time consuming
• Induction and socialization
• Composition of the
may not be smooth
applicant’s pool represent
• Less committed than existing
real market picture
employees
• Help to bring in fresh • Greater possibility of hiring a
talents, adopt innovation wrong person from external
• May enable the sources
organization to exploit
labour market
 Recruiting A More Diverse
Workforce

Single Parents

The Disabled Older Workers

Minorities and
Welfare-to-Work
Women
5–28
 Recruitment practices in India

• Existing employees
• Employee referrals
• Advertising
• Private employment agencies
• Internet recruiting