Human Resource Management

Meeting Human Resource

Requirements
Employee Resourcing
Employee Resourcing
HUMAN RESOURCE PLANNING (HRP)
What is HRP?
What is HRP?
What is HRP?
What is HRP?
 Why Human Resource Planning?
• It ensures that the HR needs of the
organization will be met
• Human resource enables businesses to meet
their current and future demands for talent,
• Managers can anticipate and develop the
skills most valuable to an organization,
• Provide the enterprise with the optimal
balance of staff in terms of available skill-sets
and numbers (Quality and Quantity)
 Why a HRP
• Ability to cope with change – changes in competitive forces,
markets, technology and law tends to generate changes in
individual employees’ skills and knowledge.
• Leads to strategic planning – evaluation of organization,
environment, strength and weaknesses of firm
• Ability to manage HR according to organization’s needs –
anticipates HR needs thus avoids surpluses and shortages of
employees.
• Helps in recruitment and selection - predicting labour market
changes, unemployment levels and population changes
• Maintaining production levels – foresees and reduces effects of
absenteeism, labour turnover, illness etc by estimating these
hazards thus maintaining production levels.
• Formulation of an effective employee development programme -
forecasting succession, career prospects and skill levels
Why HRP?
 Strategic choices in HR planning

• Proactive or reactive – anticipate needs and plan in

advance or react as they arise
• Narrow or broad focus – planning in only a few key
HR areas or all areas of HR
• Informal or formal - choosing to have an unwritten
plan (in the heads of managers) or a written formal
plan with documentation, data
• Loosely or closely tied to business plan – degree of
integration to strategic plan
• Inflexible of flexible- degree to deal with
contingencies
Strategic Choices in HR Planning
Strategic choices in HR planning
Strategic choices in HR planning
Strategic choices in HR planning
 Process of HRP- [How?]
• Analyzing present labor
supply,
• Forecasting labor
demand,
• Balancing projected
labor demand with
supply,
• And supporting
organizational goals.
Labour Market Forces
Supply forecasting
Supply forecasting
Supply forecasting
• Refers to the process of assessing the
organization’s ability to attract different types
of personnel.
• To estimate recruitment potential, the HR
manager would have to consider several
factors.
 Factors to Consider in Forecasting
Recruitment Potential
▪ Local labour market situation e.g. current and
future competition for personnel from other
employers
▪ Local unemployment levels
▪ Availability of special skills locally
▪ Output from the educational system and
training institutions.
▪ Pattern of immigration and emigration (e.g.
doctors in Kenya)
 Factors to Consider in Forecasting
Recruitment Potential
• Attractiveness of area as a place to live (e.g. lake
Magadi)
• Attractiveness of the company to work in in terms of
prestige, image, security etc
• Local housing, shopping etc
• Impact of government employment regulations
• Recruitment practices – e.g. sourcing, realistic job
information, follow up of applications, interview
methods etc.
Question
 Labour turnover and HRP

• Labour turnover is the movement of people into and out of

an organization.
• Labour turnover rate is the rate of displacement of
personnel employed in an organization due to resignation,
retirement or retrenchment (referred to as separation).
• This movement is an indicator of the stability of the
workforce. When experienced workers go out and new
workers come in who need training, work suffers and cost
of labour goes up.
• Past turnover rates are useful in predicting the future. If this
rate is high, it is a sign of instability and affects the firm’s
efficiency and profitability.
Rate of employee turnover
Rate of employee turnover
 Costs of labour turnover

• Loss of production in the interval between

separation of old employee and new
employee
• Scrap and waste rise due to inexperience of
new employee
 Costs of labour turnover
• Costs of interviewing,
hiring, training new
people
• Accident rates of new
employees are often
higher
 Costs of labour turnover
• Loss of production in
the interval between
separation of old
employee and new
employee
• Scrap and waste rise
due to inexperience of
new employee
• Increase in overtime
costs during interval
How to reduce employee turnover
• Invest in Employees
• Reward and
Compensate
Employees Equitably
• Perfect the Recruitment
and Selection Process
• Provide Considerate
and Thorough
Feedback.
 JOB ANALYSIS

• Objectives:
• Explain the meaning of job analysis
• Discuss the importance of conducting a job
analysis in organizations
• Describe the process of job analysis
• Outline the challenges encountered in the
process of job analysis
• Discuss the significance of job descriptions and
job specifications
Meaning of Job Analysis
 Job Analysis
• It is the process of studying
a job to determine which
activities and
responsibilities it includes,
its relative importance to
other jobs, the
qualifications necessary for
performance of the job and
the conditions under which
the work is performed.
 Importance of job analysis

• The recruitment and selection of the most suitable candidates for a

job
• The determination of the training needed by employees
• Determination of work performance standards
• The redesign of jobs
• The maintenance of good industrial relations as employees will
know what is expected of them (creates standardization in work)
• The determination of the value of a job and subsequently the
remuneration level
• Career development provides employees with information on
training and career development
• Provides the means by which individual performance can be
evaluated
Job Analysis
 The process of job analysis

• Determine the purpose for

conducting job analysis.
• Identify the jobs to be
analyzed.
• Review relevant background
data.
• Plan and execute the job
analysis project.
• Write the job description
and job specifications.
• Periodic review.
 Methods of job analysis

• Questionnaires
• Interviews
• Observations
• Written narratives
• Self description
• Checklists and
inventories
• Diaries
 The choice of method depends on;

• Effectiveness of the method – some methods are

effective than others in obtaining the required
information. The most appropriate should be selected.
• Degree of expertise – different methods require
different levels of expertise conduct the job analysis
• The resources – human and finances and amount of
time available
• Extent of employee involvement – more involvement
means acceptance, ownership and trust in results, but
can lead to inflation of importance of jobs. Solution is
to triangulate the job incumbents to enable double
checking of accuracy of responses.
 The choice of method depends on;

• Level of detail – depends on purpose of the results e.g.

pay needs less detail while training needs more detail
• When to conduct – when jobs have changed due to
methods, technology or enlarged or enriched or when
turnover is high – may indicate job is too difficult.
• Traditional or future oriented analysis – traditional
focuses on current performance while future oriented
focuses on future performance. Latter is useful in
rapidly changing jobs due to technology
 Job Analysis Information
• Overall purpose of the job i.e. why the job exists and what
the jobholder is expected to contribute.
• Job content: i.e. nature and scope of the job in terms of
tasks and operations
• Performance criteria: measures or indicators, which enable
evaluation to be carried out.
• Competences: the skills knowledge and personal qualities
required to perform the job.
• Developmental factors: career prospects training etc
• Environmental factors: e.g. health and safety and working
conditions
Job Analysis
 Job descriptions

• Provides basic information on the overall purpose

of the job and on the jobholder’s basic
accountabilities.
• Defines the place of the job in the organization
and clarifies to jobholders and others the
contribution the job makes to achieving
organizational objectives
• Provides job information to job applicants
• Provides a basis for the contract of employment
 Job descriptions

• Job title i.e. name of the job e.g. Economic

analyst, Project manager, Executive secretary,
Lecturer, Telephone operator, Senior registrar etc.
• Shows the reporting line i.e. person whom job
holder is reporting to e.g. personnel manager or
chief accountant and who reports to the job
holder
• Overall responsibilities - the broad picture of the
job and distinguishing it from other jobs
 Job descriptions

• Limits of main duties and responsibilities

• Detailed statement of work to be performed
• Tools, equipment and materials used
• Working conditions
• Hazards
• Relation of job to other jobs
 Job Specifications

• A statement of the human qualifications

necessary to do the job.
• Describes the amount of various qualification
factors that the job holder must possess in order
to accomplish the assigned task adequately.
• The contents include:
– Educational qualifications,
– Experience, Training
– Special skills
 Job Specifications

• Special aptitude
• Initiative
• Responsibility
• Analysis and judgment ability
• Mental and visual demand
• Adaptability
• Emotional characteristics
• Physical attributes/stamina
• Verbal or written expression /communication
• Demographic characteristics e.g. gender, age, race,
marital status, nationality/citizenship etc.
 RECRUITMENT AND SELECTION

• Objectives:
• Distinguish between recruitment and selection
• Discuss the relationship between organizational
strategy and recruitment and selection options
• State and discuss the various sources of
recruitment
• State and discuss the methods used to select
prospective employees.
•
Recruitment
 Recruitment

• Refers to the first part

of the process of filling
a vacancy. It is the
process of searching for
prospective employees
and stimulating them to
apply for a job in an
organization.
• Refers to the process of choosing the
individuals who possess the necessary skills,
abilities and personality to successfully fill the
vacancies. It involves sifting through
applications, assessing candidates, making a
choice and offering employment.
 Selection

• Refers to the process of

choosing the individuals
who possess the
necessary skills, abilities
and personality. It
involves sifting through
applications, assessing
candidates, making a
choice and offering
employment.
 Strategic Choices in recruitment and selection

• Make strategy – means hiring less skilled

workforce and investing more in training and
development
• Buy strategy – is hiring skilled or professional
labour who possess necessary skills to begin
working immediately. However the amount of
money required to attract such labour may
outweigh the benefits
Sources of Recruitment
 Factors affecting Choice of method for
recruitment
• The type of job to be filled
• Relative difficulty of attracting candidates by
the organization
• Geographical location of the organization
• Time available to fill the position
• Past success or failure in using different
methods
• Size of the organization
 Selection

This is the second stage in the procurement process.

•It is determining which applicants best fit the job applied
for.
•It involves: sifting through applications; inviting
candidates; interviewing; testing; assessing; obtaining
references; offering employment and preparing contracts
of employment.
•It is a series of activities for securing basic information
about applicants, which is compared with the job
specification – the standard qualifications required for
the job.
Selection Methods
The interview
The interview
 Characteristics of a good interview

• Proper conduct – polite, friendly, listen, give candidate

attention and be in control of interviews.
• Show interest in each applicant
• Patience – not interrupting a candidate who is slow in
responding.
• Concentration – not intolerant and impulsive - may not
assess candidate fairly.
• Timing for interview – convenient e.g. not at night or
holiday.
• Closing – good summary at end of the interview.
Induction and orientation
End