Human Resource Planning

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Human Resource Planning Recruiting Chapter 5

• Strategic Planning Preparing the organizations
  present state for the future goals.
• HRP . Organizational activities involving the
  (1) identification of the type and number of
  critical knowledge/skills (Jobs) needed during a
  defined time period and (2) the timely staffing
  of the necessary people to achieve the
  Organizations objectives.
• ?Should provide the organization with a
  Competitive Advantage.

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Human Resource Planning Forecasting

• . Using past and present information to identify
• (predict) the expected future conditions of
• Labor Demand (Expected Staffing Needs)
• Methods
• Qualitative (Delphi, Staffing Tables)
• Quantitative (Regression Analysis, Time Series
  Analysis)
• Labor Supply (Expected Staffing Availability)
• Methods
• Quantitative (Matrix Models Transitional or
  Markovian)
• Qualitative (Flow Models, Skills/Replacement
  Charting)

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Human Resource Planning Forecasting(Continued)

• Problems with Forecasting
• Subjective
• Judgmental Even Objective (Quantitative) Methods
  are to some degree subjective the depend on
  human assessment
• Judgmental
• Complexity
• Limited to how accurately the Past (or future
• predictions) REFLECT the True Future

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Determining Labor Surplus or Shortage

• GAP Analysis determining whether you have a
  Surplus or Shortage
• Labor Supply
• Surplus Labor Market (Loose)
• Shortage in the Labor Market (Tight)
• Labor Surplus (Reduction Options)
• Downsizing, Pay Reductions (Fast/High Suffering)
• Work sharing (Fast, Moderate Suffering)
• Hiring Freeze, Early Retirement (Slow, Low
  Suffering)
• Labor Shortage (Avoiding Options)
• Overtime, Temps, Outsourcing (Fast, Easy to
  Change)
• Turnover Reductions (Slow, Moderate Ability to
  Change)
• New Hires, Technological Innovation (Slow, Low
  Ability to Change)

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Recruiting A Two Way Street

• The Organization and the Candidate have a lot at
  stake in the Selection Decision
• Costs (Financial, Opportunity)
• Time (Effort/Energy)
• Job Expectations
• Contextual Expectations
• Personal
• Career
• Development
• Performance

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Recruitment Strategies

• Natural (Direct) Recruitment
• Applicants initiating recruitment
• Artificial Recruitment
• Applicants responding to Company initiatives
• Realistic Job Preview (RJP)
• Accurately describing (or showing) the job
  requirements and conditions to applicants
• Not omitting the less desirable aspects of a job

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Key Recruiting Issues

• Attracting a pool of qualified applicants
• Recruitment Source
• Internal
• External
• Recruitment Method

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Factors Affecting Recruitment Strategy Issues

• Organizations Business Strategy
• General Economic Conditions
• Specific Labor Market (Supply) Conditions
• Competition for (Critical Skills) Labor (Demand)
• Government Regulations Employment Law
• Organizational Culture
• Career Development Opportunity
• Compensation (Pay and Benefits)
• Job Design KSA Requirements
• Time/Cost Constraints

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Internal Recruitment Sources

• Promotions
• Transfers
• Re-employment
• Job Reassignment (may be a demotion)

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Internal Recruitment Methods

• Job Postings
• Employee Data Banks/Skill Inventories/
  Replacement Charts
• Supervisory Recommendations

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Advantages of Internal Recruitment

• Motivational, morale, and performance enhancement
• Less expensive recruiting costs
• More information to make selection decisions
  more accurate, safer
• Candidates know the Organizations culture,
  policies and practices
• Take advantage of previous Company training

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Internal Recruiting Disadvantages

• Lack of qualified personnel
• Inbreeding
• Political favors
• Crown Prince The Anointed One
• Ones not selected may be resentful
• Time consuming Lack of acceptance by former peers
  co-workers

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External Recruitment Sources

• Educational Institutions
• College, Technical Schools, High Schools
• Natural (Direct) Recruiting
• Referrals (Employee, Clients, Customers)
• Competitors (Pirating)
• e-Recruiting (Most Effective)
• Job Fairs or Open House (Effective for
  Specialized Professional, Nursing, Pharmacist,
  etc)
• Private Employment Agencies
• Executive/Professional Recruiters, Temp Agencies

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External Recruitment Sources (Continued)

• Professional Trade Associations
• Professional Trade Journals
• Walk-Ins/Unsolicited Resumes (Least Effective)
• Public/Non-Profit Employment Agencies
• Newspaper, Radio, Television
• Bumper stickers, Banners, Movie Ads

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Advantages of External Recruitment

• Acquire new skills
• Innovative ideas (new blood)
• Less susceptible to politics (Initially)
• Less expensive than training your own (depends on
  timeframe and needs)

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External Recruitment Disadvantages

• Candidate may Not be Accepted by Present
  Employees (especially those not promoted)
• Time Required for Socialization and Orientation
  to the Organization
• Generally more expensive recruiting process

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The Recruiting Process Stages

• Results of the HRP and Recruiting Needs Analysis
• Recruiting Program Development (Plan)
• Implementation of the Recruiting Program (Do It)
• Recruiting Program Evaluation

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Recruiting Program Evaluation

• Two Approaches
• Hawks Criteria or Yield Ratio (Quantitative )
• Cost Benefit Framework
• Cost Per Recruiting Source, Selection Ratios
• Cost Per Candidate
• Cost Per New Employee Acceptance
• Wanous (Qualitative) Framework
• Evaluates the Fit between selected recruits
  expectations
• (satisfaction) and organizational needs
  (Retention Assessment)