The aim of this study is to examine the relationship between human (job analysis, human resources planning, recruitment, selection, training. Human resource planning is the most important managerial function of an . manpower needs for future and making plans for recruitment and selection. 2. and the relationship between different variables in a mathematical formula is. JOB ANALYSIS, DESIGN AND EVALUATION. decision- making particularly in relation to the recruitment and selection of personnel analysis HR Planning Begins with a review of the human resources needs in the light of.
The Vacancy and Job Description The first recruitment task of your human resources staff is an examination of the position in relation to your business strategy. HR should ask how the position fits into your future needs and what additional responsibilities might need to be added to the job. HR can follow that evaluation with a detailed job description, based not on the description you keep on file, but on an understanding of your growing business needs.
Establishing Selection Criteria You can fall into a trap of seeking employees who fit into your culture instead of finding candidates who have skill sets you need. Part of your recruitment plan should include explicit criteria for choosing successful candidates. List the job competencies they must have as well as the attitudes and interests that will help them succeed in a position.
This part of your plan keeps you on track when you have competing candidates. Use your selection criteria as a checklist to help you focus on your needs for the job. Internal Versus External Search You may benefit from planning an internal search for candidates before you announce openings to the public.
Plan to notify current employees of openings and publish the job description on your intranet or through company email. Decide in advance whether you will open the position to external applicants no matter what talent you find internally or whether you will cancel the external search if you find a current employee for the job.
Human resource HR planning is described as a process and set of activities undertaken to forecast future HR requirements and availabilities, resulting in the identification of likely employment gaps shortages and surpluses. External and internal environmental scanning occurs after forecasting. Their results temper, and aid in interpretation of, identified employment gaps. Analysis of gaps requires determining probable reasons for them.
Such reasons can serve as stimuli for and inputs into action planning. Once an organization has an idea of its future human resource needs, the next phase is usually recruiting new employees. Recruiting is the process of identifying and attracting qualified persons to apply for the jobs that are open. Some recruits are found internally; others come from outside of the organization.
Internal recruiting means considering present employees as candidates for openings. Promotions from within can help build morale and keep high-quality employees from leaving the firm. There are several methods to identify internal candidates; job posting, skills inventory, nominations, succession plans, in-house temporary pool etc. External recruiting involves attracting persons outside the organization to apply for jobs. External recruiting methods include unsolicited, employee referrals, advertisements, Internet, colleges and placement offices, employment agencies, executive search firms, job fairs, internships etc.
Assignment Point - Solution for Best Assignment Paper
The organization must also keep in mind that recruiting decisions often go both ways—the organization is recruiting an employee, but the prospective employee is also selecting a job. Thus the organization wants to put its best foot forward, treat all applicants with dignity, and strive for a good person-job fit. Background of the study The study of this paper focuses on Human Resource Planning and Recruiting and which carried out with a view to submitting a term paper on this topic as a part of the Human Resource Management course.
A proposal was presented on the topic and the honorable instructor accepted it. Embedded within and flowing out of HR strategy is staffing strategy. These decisions then guide more specific HR and staffing planning. HR Strategy Organizations formulate a strategy to express an overall purpose or mission and to establish board goals and objectives that will guide the organization toward fulfillment of its mission.
Primarily these objectives are certain assumptions about the size and types of workforces that will need to be acquired, trained, managed, rewarded and retained. HR strategy represents the key decisions about how these workforce assumptions will be handled.
Staffing Strategy Staffing strategy is an outgrowth of the interplay between organization and HR strategy. Such decisions guide the development of recruitment, selection, and employment programs. It also contains seven strategic staffing decisions that must be confronted during the strategy formulation process.
Each of the strategic staffing decisions is listed separately in Exhibit 1. Action plans include staffing planning. As can be seen, the HRP process involves five sequential steps. Determine future human resource requirements Determine future human resource availabilities Conducting external and internal environmental scanning Reconciling requirements and availabilities—that is, determining gaps shortages and surpluses between the two. Developing action plans to close the projected gaps. These decisions will shape the nature of the resultant HRP process, and they will influence the output of the process, namely, the gap estimates.
The quality and potential effectiveness of the action plans developed from the gap estimates are thus at stake when these initial decisions are confronted and made. Organizational responses to these changes often occur in the form of special projects rather than in changes in the total business plan.
Part of each response requires consideration of HR implications, however resulting in what is called project-based HRP. Planning focused on a specific employee group is referred to as population-based HRP. Normally plans are divided into long-term three years and moreintermediate one to three yearsand short-term one year or less.
Organizations vary in their planning time frame, often depending on which of the three types of HRP is being undertaken. For plan-based HRP, the time frame will be the same as that of the business plan. Planning for project-based HRP varies depending on the nature of the projects involved. Population-based HRP will have varying time frames, depending on the time necessary for labor supply internal as well as external to become available.
As an example, for top-level executives in an organization, the planning time frame will be lengthy.
The unit of HRP and analysis is comprised of job categories and hierarchical levels among jobs. Job categories are created and used on the basis of the unit of analysis for which projected shortages and surpluses are being investigated.
Hierarchical levels should be chosen so that they are consistent with or identical to the formal organizational hierarchy.
Planning Recruitment & Selection of Human Resources
Head Count Current Workforce: Simply by counting the number of employees on the payroll at the beginning of the planning period may be adequate for the intended purpose.
However it ignores two important distinctions, first, it ignores the amount of scheduled time worked by each employee relative to a full workweek. For example, it treats full-time employees as synonymous with part-time employees. The second problem with current payroll headcount is that it ignores vacancies that exist at the time of the count.
Since most of such vacancies are probably so-called authorized ones, derived from previous HRP, they are better added to any headcount tallies for the current workforce. Both line managers and staff specialists usually from the HR department become involved in HRP, so the roles and responsibilities of each must be determined as part of HRP.
Most organizations take the position that line managers are ultimately responsible for the completion and quality of HRP. But usual practice is to have HR staff assist with the process.
Planning Recruitment & Selection of Human Resources | promovare-site.info
These projections are derived from knowledge of the overall business plan of the organization, as well as accompanying organizational plans regarding structure and hierarchy. Business and organizational plans thus drive the future HR requirements of the organization. In many organizations, however, the process is reciprocal; tentative projections about HR requirements help shape the establishment of business and organizational plans.
Thus forecasting HR requirements is a direct derivative of business and organizational planning. It becomes a reflection of projections about a variety of factors, such as sales, production, technological change, productivity improvement, and the regulatory environment. Many specific techniques may be used to forecast HR requirements; these are either statistical or judgmental in nature, and are usually tailor-made by the organization. Statistical Techniques A wide array of statistical techniques is available for use in HR forecasting.
Prominent among these are trend analysis, ratio analysis, scatter plot, and computerized forecast. Brief descriptions of these techniques are given as below. A forecasting technique for determining future staff needs by using ratios between, some casual factor like sales volume and the number of employees required for instance, number of salespeople.
If they are, then it can forecast the level of business activity, should also be able to estimate personnel requirements. Determination of future staff needs by projecting sales, the volume of production, and personnel required to maintain this volume of output, using software packages.
Human Resource Planning and Recruiting Practices in an Organization - Assignment Point
Statistical techniques have certain limitations, some of which stated as below; First, their very complexity would lead away from a staffing focus. Second, all of these techniques are designed simply to project the past into the future. Obviously, this includes a large percentage of organizations of varying size today. Third, as they are dependent on the discovery of historical relationships between certain so-called leading indicators e. Judgmental Techniques Judgmental techniques represent human decision-making models that are used for forecasting HR requirements.
Unlike statistical techniques, it is the decision maker who collects and weighs the information subjectively and then turns it into forecasts of HR requirements. In the former case, top managers of the organization, organizational units, or functions rely on their knowledge of business and organizational plans to make predictions about what future headcounts will be.
At times, these projections may, in fact, be dictates rather than estimates necessitated by strict adherence to the business plan. Such dictates are common in organizations undergoing significant change, such as restructuring, mergers, and cost-cutting actions. In the bottom-up approach, lower-level managers make initial estimates for their unit e.
These estimates are then consolidated and aggregated upward through successively higher levels of management.
Then, top management establishes the HR requirements in terms of numbers. Their concern is with estimating the number and types of current employees that will be available in the future. For forecasting availabilities, techniques must be used that take into account the movements of people into, within, and out of the organizations, on a job-by-job basis.
As with HR requirements, these techniques can be classified as statistical or judgmental. Statistical Techniques Statistical techniques seek to predict availabilities on the basis of historical patterns of job stability and movement among employees. Between any two time periods, the following possibilities exist for each employee in the internal labor market.
Job stability remain in present position Promotion move to a higher level Transfer move at the same level Demotion move to a lower level Exit move to another organizational unit or leave the organization These possibilities may be thought of in terms of flows and rates of flow or movement rates. Past flows and rates may be measured and then used to forecast the future availability of current employees, based on assumptions about the extent to which past rates will continue unchanged in the future.
Markov analysis is a statistical technique that accomplishes this, and the process involves, mathematical modeling of the organization, analysis of staff level, developing a matrix to show probability. While other possible techniques include renewal and goal programming. Judgmental Techniques There are three judgmental techniques for forecasting availabilities that enjoy widespread acceptance; executive reviews, succession planning, and vacancy analysis.
In this context, the main difference between statistical and judgmental technique is that the former treats employees as numbers and forecast their movements based on probabilities. The latter treat them as individuals and forecast their movements person by person.
Executive reviews focus on small and unique groups of employees, most commonly top executives and other managers and professionals judged to have the potential to be top executives. Thus, executive reviews are a form of population-based HRP. The actual reviews are carried out through a series of meetings at which the top executives in a given unit consider anticipated HR requirements and then thoroughly discuss each person under review to determine who is likely to be, or should be, promoted, reassigned, developed for future assignments, or dismissed from the organization.
Determinations are made based on judgments about performance, promotability, and potential, taking into account the long-term career interests of the employee being considered. The process produces a clear indication of where the organization can expect to have managerial shortages or surpluses.
It also provides career and development plans for individuals. This planning is often an adjunct to executive reviews.
It helps identify backup candidates who are or soon will be, qualified to replace current executives or upper-level managers. Succession planning results are typically summarized on charts.
These greatly facilitate the planning of likely retirements, terminations, promotions, and transfers within and across organizational units. These charts also show which managers are in need of future development to become ready to fill job s for which they are or might be considered as replacements.
In vacancy analysis, judgments are made about likely employee movement on an individual basis, as in executive reviews and succession planning. Because large numbers of employees are usually involved, the results may be aggregated and summarized statistically.