Planning For and Recruiting. Human Resources

1.

Chapter
Planning For and Recruiting
Human Resources
5
1.
2.
3.
4.
5.
6.
What do I Need to Know?
Discuss how to plan for human resources
needed to carry out the organization’s strategy.
Determine the labor demand for workers in
various job categories.
Summarize the advantages and disadvantages
of ways to eliminate a labor surplus and avoid
a labor shortage.
Describe recruitment policies organizations
use to make job vacancies more attractive.
List and compare sources of job applicants.
Describe the recruiter's role in the recruitment
process, including limits and opportunities.

2. The Process of Human Resource Planning

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Human resource planning is defined as identifying the
numbers and types of employees the organization will
require to meet its objectives.
Reasons organizations should carry out HR planning
include:
To meet business objectives
Gain an advantage over competitors
HR planning:
Compares the present state of the organization with its
goals for the future
Identifies what changes it must make in HR to meet
these goals
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3. Overview of the Human Resource Planning Process

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Overview of the Human
Resource Planning Process
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4. Forecasts of Labor Surplus and Shortage

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Forecasts of Labor Surplus and
Shortage
The first step in HR
planning is forecasting.
Forecasting is defined as
the attempts to determine
the supply and demand for
various types of human
resources to predict areas
within the organization
where there will be labor
shortages or surpluses.
Can use statistical
methods or judgment
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There are several ways for
forecasting the demand for
labor including:
Statistical models:
Trend analysis
Leading indicators
Determining the internal
labor supply calls for a
detailed analysis of how
many people are currently
in various job categories
or have specific skills
within the organization.
Transitional matrix
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5. Goal Setting and Strategic Planning

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The second step in HR planning is goal setting
and strategic planning.
The purpose for setting specific numerical goals
is to focus attention on the problems and
provide a basis for measuring the organization’s
success in addressing labor shortages and
surpluses. The goals come directly from the
analysis of labor supply and demand.
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6. HR Strategies for Addressing a Labor Shortage or Surplus

7. Goal Setting and Strategic Planning

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Core competency: a set of knowledge and skills that make
the organization superior to competitors and create value
for customers.
Downsizing: planned elimination of large numbers of
personnel with the goal of enhancing the organization’s
competitiveness.
Early-retirement programs: programs that encourage
older workers to leave voluntarily.
Phased retirement programs
The most widespread methods for eliminating a labor
shortage are:
Temporary workers
Outsourcing: contracting with another organization to
perform a broad set of services
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8. Implementing and Evaluating The HR Plan

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The final stage of HR planning involves
implementing the strategies and evaluating the
outcomes.
When implementing the HR strategy, the
organization must hold some individual
accountable for achieving the goals.
In evaluating the results, the most obvious step is
checking whether the organization has succeeded
in avoiding labor shortages or surpluses.
The evaluation should identify which parts of the
planning process contributed to success or
failure.
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9. Applying HR Planning to Affirmative Action

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Many organizations have an HR strategy that
includes affirmative action to mange diversity or
meet government requirements.
Affirmative-actions plans forecast and monitor
the proportion of employees who are members
of various protected groups.
Workforce utilization review
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10. Recruiting Human Resources

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Recruiting Human Resources
The role of human resource recruiting is to build
a supply of potential new hires that the
organization can draw on if the need arises.
Recruiting consists of any practice or activity
carried on by the organization with the primary
purpose of identifying and attracting potential
employees.
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11. Personnel Policies

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Personnel Policies
An organization’s
personnel policies are its
decisions about how it will
carry out human resource
management, including
how it will fill job
vacancies.
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There are several personnel
policies that are especially
relevant to recruitment:
Recruiting existing
employees or hiring from
outside
Meeting or exceeding the
market rate of pay
Emphasizing job security
or the right to terminate
Employment-at-will
Due-process
Organizational image
conveyed in advertising
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12. Recruitment Sources

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Recruitment Sources
Decisions about where to look for applicants is another
critical element of an organization’s recruitment strategy.
The method and audiences the organization chooses for
communicating its labor needs will determine the size and
nature of the labor market the organization taps to fill
vacant positions.
Internal sources: Employees who currently hold other
positions in the organization.
Job postings
External sources: seeking recruits from outside the
organization.
Direct applicants: people who apply for a vacancy
without prompting from the organization
Referrals: people who apply because someone in the
organization prompted them to do
so
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13. Recruitment Sources

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Recruitment Sources
Advertisements in newspapers and magazines
Public employment agencies
Local state employment office
Private employment agencies
Executive search firms (ESF)
Headhunters
Colleges and universities
Electronic recruiting
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14. Recruiter Traits and Behaviors

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Recruiter Traits and Behaviors
The recruiter affects the nature of both the job
vacancy and the applicants generated.
In general, applicants respond more positively to
recruiters whom they perceive as warm and
informative.
Realistic job previews: background information
about job’s positive and negative qualities.
For affecting whether people choose to take a
job, the recruiter seems less important than an
organization’s personnel policies that directly
affect the job’s features.
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15. Recruiter Traits and Behaviors to Avoid

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