Recruitment & Selection

HR Planning

HR PLANNING

Shahbaz Islam
 Recruitment & Selection
HR Planning 2
Why
HR PLANNING

What are our key positions?

Who is currently in these positions? Timely
Do we have candidates for these positions? Responses
What are the skills/competencies required for these positions? to Critical
What training is necessary to prepare a move into this position? Questions
Who is a candidate for more than one position?
How are our key players performing?
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HR Planning 3
Whats
GOING ON?
1. The work force is aging Brain Drain
2. Fewer candidates are in the "pipeline" due to
downsizing over the past decade
3. Finding qualified candidates may be difficult in a wide range of occupations
4. Retention of remaining employees may be difficult due to extensive
competition Changes in work
5. Changes in Technology
6. Shift in Economy of the country & world
7. Employee attitudes toward employer
8. Globalization of markets
9. Increased demands for services and knowledge based workers
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HR Planning 4
Recruitment & Selection
DEPENDS ON.

HRP must be done prior to recruitment and selection

Demand forecasts
Estimates of the number and qualifications of employees the firm will need.

Supply forecasts
Estimates of the availability & qualifications of current workers & those in the labor market.
Recruitment & Selection
HR Planning 5
What is
HR Planning?
An effort to anticipate future business and environmental
demands upon an organization and to provide personnel to
fulfill that business and satisfy demand

Anticipating and providing for

the movement of people
(quantity and quality) into,
within and out of, a firm (aim
is to facilitate business
operations)
 Recruitment & Selection
HR Planning
Organizational Life-Cycle Stages and HR Activities
LIFE-CYCLE
STAFFING
STAGE
Attract best technical and
Introduction
professional talent.
Recruit adequate numbers
and mix of qualifies workers.
Plan management
Growth
succession. Mange rapid
internal labor market
movements
Encourage sufficient turnover
to minimize layoffs and
provide new openings.
Maturity
Encourage mobility as
reorganizations shift jobs
around.
Plan and implement workforce
reductions and reallocations,
Decline
downsizing and outplacement
may occur during this stage.
COMPENSATION
Meet or exceed labor
market rates to attract
needed talent.
Meet external market but
consider internal equity
effects. Establish formal
compensation structures.
Control compensation
costs.
Implement tighter cost Implement retraining and
control. career consulting services.
6
TRAINING AND LABOR / EMPLOYEE
DEVELOPMENT RELATIONS
Define future skill
Set basic employee-
requirements & begin
relations philosophy of
establishing career
organization.
ladders.
Mold effective
management team
Maintain labor peace,
through management
employee motivation,
development and
and morale.
organizational
development.
Maintain flexibility and Control labor costs and
skills of an aging maintain labor peace.
workforce. Improve productivity.
Improve productivity and
achieve flexibility in work
rules. Negotiate job
security and
employment-adjustment
policies
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HR Planning 7
Linking Employers Strategy to

HR PLANNING?
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HR Planning 8
HR Planning
PROCESS
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HR Planning 9
Organizational Strategy &

HR PLANNING?

HR Planning
Determine numbers & type of jobs to be filled
Match Human Resources availability with Job Openings.
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HR Planning 10
HR Planning
PROCESS
HR Planning
Determine numbers & type of jobs to be filled
Match Human Resources availability with Job Openings.

If Shortage
If Surplus
Increase overtime
Stop recruiting
Increase casual & part time
Reduce casual & part time
employment
employment
Start recruiting
Start retrenching
Accelerate T & D
Reduce working hours
Use outsourcing
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HR Planning

Staffing Alternatives to Deal with Employee Surpluses

Recruitment & Selection
HR Planning
Staffing Alternatives to Deal with Employee Shortages
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HR Planning 13
Basic Elements of

HR PLANNING?
(3a) Conduct External
Environment Scans
(1) Forecast HR
Requirements

(5) Develop Action

(4) Determine Gaps
Plans

(2) Forecast HR
Availabilities
(3b) Conduct External
Environment Scans
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HR Planning 14
HR Demand
FORECASTING?
Trend analysis
The study of a firms past employment needs over a period of years to predict future
needs.

Ratio analysis
A forecasting technique for determining future staff needs by using ratios between a
causal factor and the number of employees needed.
EX:- Needed 1 sales rep/$200,000 in sales in the past. If predict $40,000,000 in sales, will
need 40,000,000/200,000 = 200 reps

Computerized forecasts
The use software packages to determine of future staff needs by projecting sales,
volume of production, and personnel required to maintain a volume of output.

Judgmental techniques
Top-down approach & Bottom-up approach
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HR Planning
Regression Line Depicting Relationship
Between Sales Volume & Workforce Size
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HR Planning 16
HR Supply
FORECASTING?
Qualifications inventories
Manual or computerized records listing employees education,
career and development interests, languages, special skills,
and so on, to be used in selecting inside candidates for promotion.
Personnel replacement charts
Company records showing present performance and promotability of inside
candidates for the most important positions.
Position replacement card
A card prepared for each position in a company to show possible
replacement candidates and their qualifications.
Succession planning
Specifies progression paths for incumbents in linked jobs & thus development
needs
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HR Planning
Employee Replacement Chart for Succession Planning
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HR Planning 18
Replacement

CARD

Management
Replacement Chart
Showing
Development
Needs of Future
Divisional Vice
President
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HR Planning 20