LESSON 2

PLANNING FOR AND RECRUITING

HUMAN RESOURCES

Madel L Talledo
FORECAST
- The attempts to determine the supply of and demand for
various types of human resources to predict areas within the
organization where there will be labor shortages or surpluses.
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
 Forecasting the Demand for Labor -
forecasts demand for specific job categories or skill areas.

Trend Analysis - constructing and applying statistical

models that predict labor demand for the next year,
given relatively objective statistics from the previous
year

Leading Indicators - objective measures that accurately

predict future labor demand
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
Transitional Matrix - A chart that lists job categories
held in one period and shows the proportion of
employees in each of those job categories in a future
period
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
 of setiing specific numerical goals is to focus attention on the
Purpose problem and provide a basis for measuring the organization's
success in addressing labor shortages and surpluses

For each goal, the organization must choose one or more human
resource strategies.
The planning stage is critical. The options differ widely in their expense,
speed and effectiveness.

Core competency
A set of knowledges and skills that makes 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

FOUR OBJECTIVES

1.Reducing cost
2. Replacing labor with technology
3. Mergers and acquisitions
4. Moving to economical locations
Reducing work hours
Early-Retirement Programs
Temporary and Contract Workers
Outsourcing - contract with another
organization to provide services
Overtime and Expanded Hours
The Process of Human
Resource Planning
FORECAST OF FORECAST OF
LABOR DEMAND LABOR SUPPLY
Forecasts of
labor surplus or
shortage

Goal setting and

strategic planning

Program
implementation and
evaluation
 Workforce A comparison of the
proportion of employees
Utilization in protected groups with
the proportion that each

Review group represents in the

relevant labor market
*photo grabbed from google images
Recruiting - an activity carried on by the
organization with the primary purpose of identifying
and attracting potential
employees

Personnel Policies
a. Internal vs External recruiting
b. Lead the market pay strategies
c. Employment at will policies
- employment principle that if there is no specific
employment contract saying otherwise, the
employer or employee may end an employment
relationship at any time, regardless of the cause.
Due Process Policies
- policies that formally lay out the steps an
employee may take to appeal the employer's
decision to terminate that employee
d. Image advertising

Internal Sources
Job posting - the process of
communicating information about a job
vacancy on company bulletin boards, in
employee publications, on coporate
intranets, and anywhere else the
organization communities with employees.
External Sources
Direct Applicants - people who apply
for a vacancy without prompting from
the organization.
Referrals -people who apply for a
vacancy because someone in the
organization prompted them to do so.
"Nepostism" - the practice of hiring relatives
Electronic recruiting
Advertisement in Newspapers and
Magazines
Public Employment Agencies
Private Empoyment Agencies
Colleges and Universities
*photo grabbed from google images
Evaluating the Quality
of a score
Yield Ratio - a ration that expresses the percentage
of applicants who successfulyy move from one stage of
the recruitment and selection process to the next

Cost per Hire - The total amount of money spent to

fill a vacancy. The number is computed by finding the
cost of using a particular recruitment source and
dividing that cost by the number of people hired to
fill that type of vacancy.
 RECRUITER TRAITS AND BEHAVIOR

Characteristics of a recruiter
Behavior of the Recruiter
- Realistic Job Preview - background information
about a job's positive and negative qualities
Enhancing the recruiter's impact
-recruiters shoud provide timely feedback
-recruiters should avoid offensive behavior
-the organization can recruit with teams rather
than individual recruiters
Selecting Employees and Placing them in
Jobs
Personnel Selection - the process through which organizations make
decisions about who will or will not be invited to join the organization
 Selecting Employees and Placing them in
Jobs
Applicant tracking system - automated approach to selection process the
reviews electronically submitted resumes, matches them against company
selection, criteria, and allows hiring managers to track job candidate
information and hiring outcomes.
A strategic approach to selection requires ways to measure the effectiveness
of selection tools. From science, we have basic standards for this:
· The method provides reliable information.
· The method provides valid information.
· The information can be generalized to apply to the candidates.
· The method offers high utility (practical value).
· The selection criteria are legal
APPLICATION FORMS

*photo grabbed from google images

RESUMES

*photo grabbed from google images

Employment
Tests and Aptitude Tests

Work Achievement Tests

Samples Physical Ability Tests

Cognitive Ability Tests

Job Performance Assessment Center -
A wide variety of specific

Test and Work selection programs that

use multiple selection
methods to rate applicants

Samples or job incumbents

on their management
potential.

PERSONALITY INVENTORIES
 Employers considering the use of drug
tests should ensure that their drug-
testing

Honesty and programs

conform to some general rules:37

Drug Tests
∙ Administer the tests systematically to
all applicants for the same job.
∙ Use drug testing for jobs that involve
safety hazards.
∙ Have a report of the results sent to the
applicant, along with information about
how to
appeal the results and be retested if
appropriate.
∙ Respect applicants’ privacy by
conducting tests in an environment that
is not intrusive
and keeping results confidential.
Interviewing Techniques
Nondirective Interview- a selection interview in which the
interviewer has great discretion in choosing question to
ask each candidate.
Structured Interview- a selection interview that consists of
a predetermined set of questions for the interviewer to ask
Situational Interview- a structured interview in which the
interviewer describes a situation
Behavioral Description Interview- a structured interview in which
the interviewer asks the candidate to describe how he or she handled
a type of situation in the past.
Panel Interview - selection interview in which several members of
the organization meet to interview each candidate
 How Organizations Select
Employees
Multiple Hurdle Model
-process of arriving a selection decision by eliminating
some candidates at each stage of selection process

Compensatory Model
-process of arriving at a selection decision in which a very
high score on one type of assesment can make up for a low score
on another
THANK YOU FOR
LISTENING!
Reference:
google images
Fundamentals of HR Noe & Hollenbeck