Professional Documents
Culture Documents
RESOURCES
HUMAN RESOURCE
PLANNING
Human Resources Planning
Human Resources Planning (HRP)
– Process of anticipating and making provision
for the movement (flow) of people into,
within, and out of an organization.
– HRP’s purpose is the the effective
deployment of human resources through:
Anticipating organizational labor supply and
demand.
Providing expanded employment opportunities
for women, minorities, and the disabled.
Guiding the development and training the
workforce.
Human Resource Planning & IS 3
EFFECTIVE HR PLANNING
productivity is improved
Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection
Training and
Job Development
Descriptions
Performance Appraisal
Job
Analysis Compensation and
Job Benefits
Specifications
Safety and Health
Employee and Labor
Relations
10
Recruitment
Those activities in Human Resource
Management which are undertaken in
order to attract sufficient job candidates
who have the necessary potential,
competencies and traits to fill job needs
and to assist the organization in
achieving its objectives.
Aimed at attracting and retaining the
interest of the best suitable applicants.
Internal recruitment
•Advantages •Disadvantages
Increases morale of Unhealthy competition
employees among employees
Knowledge of personnel No new ideas
records More problem for those
Chain effect of promotion who are not promoted
Only need to hire at entry Strong management
level development
Usually faster, less expensive
Minimum paperwork
External recruitment
•Advantages •Disadvantages
Applicant pool is greater Can destroy employee
New ideas, fresh talent morale and organization
loyalty
Reduces internal conflict
The employees’ ability to fit
in with the rest of the
organization is unknown
Usually more expensive
Do not know who and
what you are getting
Internal Recruiting
Job Posting
• Skills inventories can be used to identify internal
applicants for job vacancies
• It is hard to identify everyone who might be
interested in the opening, so firms use job posting
and bidding
• Today, postings are computerized and easily
accessible to employees via the company’s intranet
• Software allows employees to match an available job
with their skills and experience
• It may also highlight where gaps exist
Internal Recruiting
Inside Moonlighting and Employees’
Friends
• Before going outside to recruit, many organizations
ask employees to encourage friends and relatives to
apply
• Some offer “finders fees” for successful referrals
• Employee referrals should be used cautiously,
especially if the workforce is already racially or
culturally imbalanced
External Recruiting
Walk-ins are an important source of
applicants
• As labor shortages increase, however, organizations
must become more proactive in their recruiting
efforts
External recruiting can be done through:
• Media advertising
• E-recruiting
• Employment agencies
• Executive search firms
• Special-events recruiting
• Internships
Media Advertising
Media include:
Newspapers
Trade/professional
publications
Billboards
Subway and bus cards
Radio
Telephone
Television
Special Events Recruiting
Job fairs:
• Can reduce recruiting costs by up to 80 percent
• May be scheduled on holidays or weekends to reach
college students and the currently employed
• Are especially useful for smaller, less well known
employers
• Appeal to job seekers who wish to locate in a
particular area and those wanting to minimize
travel and interview time
Summer Internships
Internship programs have a number of
purposes:
• Allows organizations to get specific projects done
• Exposes organizations to talented, potential
employees who may become “recruiters” at school
• Provides trial-run employment
• Can attract the best people where there are labor
shortages
• Can improve diversity
SELECTION
Selection is picking up right people for right jobs
Selection is the process by which
an organization chooses the person(s)
who best meets the selection criteria
for the position available
Selection programs try to identify applicants with the
best chance of meeting or exceeding the organization’s
standards of performance
Selection is significant because
Selection Process
The process of screening job applicants to ensure that
the most appropriate candidates are hired.
What is Selection?
An exercise in predicting which applicants, if hired, will
be (or will not be) successful in performing well on the
criteria the organization uses to evaluate performance.
Selection errors:
Reject errors for potentially successful applicants
Accept errors for ultimately poor performers
Recruitment Vs Selection
N a m e o f O r g a n i sa ti o n : __ _ __ __ __ __ _ __ __ __ __ D a te o f E m p lo ym e n t: _ _ _ _ _ _ _ fr o m to _ _ _ _
G ro s s S a l a ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l; b e su re to i n cl u d e a n y b o n u se s o r co m m i s s i o n e a rn e d )
J o b T itl e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e rv is o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n ta c t t h is s u p e rv is o r? Ye s / N o
R e a s o n (s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i sa ti o n : __ _ __ __ __ __ _ __ __ __ __ D a te o f E m p lo ym e n t: _ __ _ __ _ fr o m to _ _ _ _
G ro s s S a l a ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l; b e su re to i n cl u d e a n y b o n u se s o r co m m i s s i o n e a rn e d )
J o b T itl e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e rv is o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n ta c t t h is s u p e rv is o r? Ye s / N o
R e a s o n (s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k s k il ls
1. L is t a n y j o b -re l a t e d l a n g u a g e s y o u a re a b le t o s p e a k o r w ri te : __ __ __ __ _ __ __ __ __ __ __ __ __
2. L is t a n y jo b -r e la te d c le ric a l (e .g . , ty p in g ) o r te c h n i ca l sk il ls (e . g ., c o m p u te r p ro g ra m m in g ) th a t y o u
ha ve:
A. __ __ __ __ __ _ __ __ __ __ _ __ __ __ __ __ _ __ __ B . _ __ _ __ __ __ __ _ __ __ __ __ __ _ __ __ __ __ _ __
C. __ __ __ _ __ __ __ __ _ __ __ __ __ __ _ __ __ __ __
A d d i tio n a l I n fo rm a t io n
In c a s e o f a n e m e r g e n c y, p le a s e c o n ta ct .
N am e: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ __ __ __ __ _ __ __ __ __ __ _ __ __ __ __ _ __ __ __ __ _
Te l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
I u n d e rst a n d t h a t fa ls if ic a ti o n o f i n fo rm a ti o n is g ro u n d s fo r d is m i ss a l.
I u n d e rs ta n d th a t m y e m p lo ym e n t a t th e co m p a n y m a y b e d is c o n tin u e d a t a n y t im e fo r a n y re a s o n
e ith e r b y m y s e l f o r b y th e c o m p a n y.
I a g re e to s u b m i t to a d ru g a n d /o r a lc o h o l te st a s a c o n d i tio n o f e m p l o y m e n t.
S i g n a tu re D a te
Step 2: Employment Tests
An employment test attempts to measure certain
characteristics, such as:
Aptitudes
Manual dexterity
Intelligence
Personality
It can be expensive to develop an employment test,
so many employers purchase existing tests
Step 3: Employment Interview
• Offer Guidelines
– Formalize the offer with a letter to the applicant
clearly stating the terms and conditions of
employment.
– Avoid vague, general statements and promises.
– Require return of a signed acceptance of the
offer.