JOMO KENYATTA UNIVERSITY

OF AGRICULTURE AND
TECHNOLOGY

BACHELOR OF SCIENCE IN BUSINESS

INNOVATION AND TECHNOLOGY
MANAGEMENT
 HPS 2109: PRINCIPLES AND
PRACTICES OF HUMAN RESOURCE
MANAGEMENT

PEOPLE RESOURCING
Course Instructor:
MBITHI MUTUA

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Learning outcomes

At the end of this chapter, the learner will able

able to:
 Define the term People Resourcing
 Explain the role and functions of people
resourcing
 Discuss people resouring processes

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Definitions
 People resourcing is concerned with ensuring
that the organization obtains and retains the
human capital it needs and employs them
productively.
 It is about the aspects of employment practice
that are concerned with welcoming people in
the organization and if there is no alternative
releasing them.

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HRP Definitions

 It can also be defined as the task of

assessing and anticipating the skill,
knowledge and labor time requirements of
the organization, and initiating action to
fulfill or ‘source” those requirements.
 Human resource planning – Ensuring that
the human resource requirements of an
organization are identified and plans are
made for satisfying those. Also known as
workforce planning.
HRP Definitions

Also known as:

 Workforce planning
 Employee or people planning
Manpower planning

 “Manpower planning is the process –

including forecasting, developing and
controlling by which a firm ensures that
it has-
 The right number of people,
 The right kind of people,
 At the right places,
 At the right time, doing work for which
they are economically most useful”.
Hard and Soft HRP

 Hard HRP is based on quantitative analysis

to determine:
 The right number
 The right sort of people are available when
needed.
 Soft HRP is concerned with creating and
shaping the culture of the organization so
that there is a clear integration between:
 corporate goals
 Employee values beliefs and behaviors
 HRP and Manpower Planning

 HRP is indeed concerned with broader

issues about the employment of people
than traditional quantitative approach of
manpower planning.
What to forecast?

 Overall personnel needs

 The supply of inside candidates
 The supply of outside candidates
Reasons for HRP

 Developing Human Resources

 Avoiding Personnel Shortages
 Obtain information for decision making
 Budgeting
 Career Planning
 HRP is promotes awareness that human
resource activities are important at
every level of the org.
Aims of HRP

 Attract and retain a number of people

required with appropriate skills,
expertise and competence.
 Anticipate the problems of potential
surplus or deficits of people.
 Develop a well trained and flexible
workforce thus contributing to the
organizational ability to adapt to
uncertain and changing environment.
Aims of HRP

 Reduce dependence on external

recruitment when key skills are in short
supply by formulating retention as well
as employee development strategies.
 Improve utilization of people by
introducing more flexible work systems.
Involves activities:
 Forecast an organization’s

 Labor demand -- Requirements

 Internal labor supply -- Availabilities

 Compare projections to determine

employment gaps

 Develop action plans to addressing the gaps

 Staffing planning
 The Basic Elements
of Human Resource Planning/Features
(3) Conduct
Environmental Scans
(1) Forecast Labor
Requirements

(4) Determine (5) Develop

Compare
Gaps Action Plans

(2) Forecast Labor

Availabilities
Conclusion

 However, no achievement will be

realized if there is no consideration of
HRP - the effort to get the Right
people to perform the Right job at the
Right time.
 Again there is no accurate HRP when
the org has no strategic plan in place.
Recruitment And Selection

 Overall aim of the recruitment and selection

process should be to obtain at minimum cost
the number and quality of employees required
to satisfy the human resource needs of the
company. Three stages of recruitment and
selection include:
 Defining requirements – Preparing job descriptions
and specifications: deciding terms and conditions of
employment.
 Attracting candidates-Reviewing and evaluating
alternative sources of applicants, inside and outside
the company, advertising using agencies and
consultants.

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Recruitment And Selection

 Selecting candidates-Sifting applications,

Interviewing, Testing, Assessing candidates,
assessment centers, offering employment and
preparing contracts of employment.

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Recruitment
 Recruitment is a 'linking function' - joining
together those with jobs to fill and those
 seeking jobs. It is a 'joining process' in that it
tries to bring together job seekers and
 employer with a view to encourage the former
to apply for a job with the latter.
 The basic purpose of recruiting is to develop a
group of potentially qualified people.

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The aims of recruitment

 to obtain a pool of suitable candidates for vacant

posts
 to use and be seen to use a fair process
 to ensure that all recruitment activities contribute
to company goals and a desirable company image
 to conduct recruitment activities in an efficient
and cost-effective manner

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External Sources

 Advertisement. Advertisement is the most

effective means to search potential employees
from outside the organization.
 Employment advertisement in journals,
 newspapers,
 bulletins,
 Employment Agencies. Many organizations
get the information about the prospective
candidates through employment agencies.

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External Sources

 On Campus Recruitment-Many organizations

conduct preliminary search of prospective
employees by conducting interviews at the
campuses of various institutes, universities,
and colleges.
 This source is quite useful for selecting people
to the posts of:
 management trainees
 technical supervisor
 Scientist
 and technicians

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External Sources

 Employee Recommendations. Employee

recommendations can be considered to employ
personnel particularly at the lower levels.
 The idea behind employee recommendations as
a source of potential applicants is that the
present employees may have specific
knowledge of the individuals who may be their
friends, relatives, or acquaintances.

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External Sources

 Gate Hiring. The concept of gate hiring is to select

people who approach on their own for employment in
the organization. This happens mostly in the case of
unskilled and semi-skilled workers.
 E-Recruitment-or online recruitment uses web based
tools such as firms public internet site or its own intranet
to recruit staff.

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Internal Sources

 Promotions and Transfers

 This is a method of filling vacancies from within
through transfers and promotions.
 A transfer is a lateral movement within the
same grade, from one job to another.
 It may lead to changes in duties and
responsibilities, working conditions, etc., but
not necessarily salary.
 Promotion, on the other hand, involves
movement of employee from a lower level
position to a higher-level position accompanied
by (usually) changes in duties, responsibilities,
status and value.

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Internal Sources

 Job Posting
 Job posting is another way of hiring people
from within.
 In this method, the organization publicizes
job openings on bulletin boards, electronic
media and similar outlets.
 Employee Referrals
 Employee referral means using personal
contacts to locate job opportunities

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Merits and Demerits of 'Recruiting People
from Within'

 Economical: The cost of recruiting internal

candidates is minimal. No expenses are
incurred on advertising.
 Suitable: The organization can pick the right-
candidates having the requisite skills. The
candidates can choose a right vacancy where
their talents can be fully utilized.
 Reliable: The organization has knowledge
about the suitability of a candidate for a
position. 'Known devils are better than
unknown angels!’

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Merits

 Satisfying: A policy of preferring people from

within offers regular promotional avenues for
employees. It motivates them to work hard
and earn promotions. They will work with
loyalty, commitment and enthusiasm.

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Demerits

 Limited Choice: The organization is forced to

select candidates from a limited pool. It may
have to sacrifice quality and settle down for
less qualified candidates.
 Inbreeding: It discourages entry for talented
people, available outside an organization.
Existing employees may fail to behave in
innovative ways and inject necessary
dynamism to enterprise activities.
 Inefficiency: Promotions based on length of
service rather than merit, may prove to be a
blessing for inefficient candidates. They do not
work hard and prove their worth.

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External Sources
Merits

 Wide choice: The organization has the freedom to

select candidates from a large pool. Persons with
requisite qualifications could be picked up.
 Injection of fresh blood: People with special skills
and knowledge could be hired to stir up the existing
employees and pave the way for innovative ways of
working.
 Motivational force: It helps in motivating internal
employees to work hard and compete with external
candidates while seeking career growth. Such a
competitive atmosphere would help an employee to
work to the best of his abilities.

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Merits

 Long-term benefits: Talented people could

join the ranks, new ideas could find meaningful
expression, a competitive atmosphere would
compel people to give out their best and earn
rewards, etc.

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Demerits
 Expensive: Hiring costs could go up substantially.
Tapping multifarious sources of recruitment is not an
easy task either.
 Time consuming: It takes time to advertise, screen,
to test and to select suitable employees. Where
suitable ones are not available, the process has to be
repeated.
 De-motivating: Existing employees who have put in
considerable service may resist the process of filling
up vacancies from outside. The feeling that their
services have not been recognized by the
organization, forces them to work with less
enthusiasm and motivation.

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Demerits

 Uncertainty: There is no guarantee that the

organization, ultimately, will be able to hire the
services of suitable candidates. It may end up
hiring someone who does not 'fit' and who may
not be able to adjust in the new set-up

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Alternatives to Recruitment
 Overtime
 Subcontracting
 Temporary Employees
 Employee leasing

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Selection

 Selection is the process of gathering

information about applicants for a position and
then using that information to choose the most
appropriate applicant.
 Aims of the selection process
 Gather as much relevant information as
possible
 Organize and evaluate the information

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Selection

 Assess each candidate in order to:

 Forecast performance on the job, a
 Give information to applicants, so that They
can judge whether or not they wish to accept
an offer of employment.

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Methods of selection

 Assessment centers
 Selection tests
 Interviews
 Graphology
 Physical Examination
 The Application Form

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Introduction to the organization
Induction

 Its important to ensure that care is taken over

introducing people to the organization through
effective induction arrangements.
 Induction is the process of receiving and
welcoming employees when they first join a
company and giving them basic information
they need to settle down quickly and happily
and start work.

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Induction cont’d

 Aims include:
 To reduce likelihood of employee leaving
quickly
 To obtain effective output from new
employees in the shortest time possible.
 To smooth preliminary stages when
everything seems strange.
 To establish quickly a favorable attitude to the
company in the mind of the new employee.

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Steps In Induction Programmes

 Welcome to the organization

 Explain about the company.
 Show the location, department where the new
recruit will work.
 Give the company's manual to the new recruit.
 Provide details about various work groups and
the extent of unionism within the company.

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Steps In Induction Programmes
 Give details about pay, benefits, holidays,
leave, etc. Emphasize the importance of
attendance or punctuality.
 Explain about future training opportunities and
career prospects.
 Clarify doubts, by encouraging the employee to
come out with questions.
 Take the employee on a guided tour of
buildings, facilities, etc. Hand him over to his
supervisor.

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Programmes cont’d
 The areas covered in employee induction
programmes may be stated as follows:
 Organizational issues
 History of company
 Names and titles of key executives.
 Employees' title and department.
 Layout of physical facilities
 Probationary period

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Programmes cont’d

 Products/services offered
 Overview of production process
 Company policy and rules
 Disciplinary procedures
 Safety steps
 Employees' handbook

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 Programmes cont’d

 Employee benefits
 Pay scales, pay days
 Vacations, holidays
 Rest pauses
 Training Avenues
 Counseling
 Insurance, medical, recreation, retirement
benefit

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Programmes cont’d

 Introductions
 To supervisors
 To co-workers
 To trainers
 To employee counselor
 Job duties
 Job location
 Job tasks
 Job safety needs

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Programmes cont’d

 Overview of jobs
 Job objectives
 Relationship with other jobs

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Release from The Organization

 The employment relationship may be ended

voluntarily by someone moving elsewhere.
 At the end or a career on retirement
 Redundancy

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