Human Resource Planning and

Recruitment
By Shweta Bambuwala

Human resource planning

Human resource planning is a process of
identifying and then matching the human
resource requirements and availability in order to
determine the future HR activities of the
organization on the basis of the overall
organizational objective.

Characteristics
Aims at fulfilling corporate strategies and goals
Process involving series of related activities
Determines Long term strategies from hr
perspectives
Logical and efficient decision making
Emphasizes both quantitative and qualitative
dimensions of HR

Significance of human resource planning

Assessing future recruitment requirements.
Optimum utilization of available human
resources.
Developing training and retraining programmes.
Formulating compensation policies.
Determining management development
programmes.
Gaining competitive advantage.
Shaping future plans and strategies.

Factors affecting human resource planning

Strategy of the organization.

Culture of the organization.
Competitive and financial environment.
Current organizational situation.
Quantity and skill levels of human resources
required.

Human resource planning process

HR forecastingneed assessment
(contd.)

3. Delphi technique
The Delphi technique is basically a group-based
systematic forecasting method.
This technique does not require any face-to-face
participation by the experts.

This method aims at maximizing the benefits and

minimizing the dysfunctional aspects of group
decision-making as it eliminates group dynamics and
individual dominance from the process.

4. Normal group technique

It is an interactive mode of decision-making.
Each expert in a group independently
develops HR requirements and presents it
before other experts in the group.
Each members proposal is relatively graded
and the top-ranked proposal is selected as the
final HR forecast

5. Managerial Judgment
The forecasting in managerial judgment is
based on the managers subjective views on
the possible human resource requirements in
the future.
Forecasts are made about the HR
requirements, usually by the senior managers
of the organization based on their experience.
Types
1. Bottom up Approach
2. Top Down Approach

6. work study technique

It aims at examining the business operations to
achieve the optimum utilization of the human and
physical resources available.
The major purpose of this technique is to improve
the employees productivity and organizational
efficiency.
This technique is normally carried out through
method study and work measurement techniques.

7. zero-base forecasting

Zero-base
forecasting
requires
lines
managers to justify the need to continue
with the positions or jobs that fall vacant in
their department.
It does not consider any position as eligible
for routine continuance.
This method requires managers to conduct a
comprehensive study of the utility of each
vacancy before seeking replacements. This
technique is derived from the widely popular
concept of zero-base budgeting.

8. simulation model
Simulation model is a mathematics-oriented,
software-enabled technique.
This model simulates the HR requirements
and availability to determine the likely gap
between the demand for and the supply of
human resources.
The working of the simulation model involves
asking several what-if questions to develop
alternatives in the forecasting process.

9.human resource allocation approach

It is a forecasting method based on Object
oriented simulation model
It has four components
Employees
Functions
A matching model and
A formal rule structure

 This method allows comprehensive modelling

of the interaction among these components.
The matching model deals with the allocation
of different jobs to employees.
An organization would make HR forecasting
based on the specific outcome of the matching
model.

Step-4.1: HR forecastingestimation of
availability
The techniques for forecasting HR availability
through internal sources are
1. Replacement charts- These are records that
contain details about the currently serving
employees and the possible replacements for
them in their position.
Position Replacement Chart
Personnel Replacement Chart

2.Turnover rate
3.Human resource management information
system (HRIS)
4. Productivity level
5. Overtime and absenteeism
6. Succession planning

Barriers to HR planning process

Insufficient realization of the importance of HR
plans.
Glut in the Indian labour market.
Union resistance.
Costbenefit misconceptions.
Absence of coordination.
Future uncertainty.

Recruitment

What is recruitment?
Recruitment is a search for promising job
applicants to fill the vacancies that may arise in
the organization.

It is a positive act.
It involves a series of planned activities.
It helps in developing applicant pool.
It represents the first contact between
the organization and the potential
employees.
It intends to locate and reach out to
potential applicants.

Factors governing recruitment policy

The internal factors are
HR policy of the organization
Nature of the job
Reputation of the firm
Conventional wisdom
The external factors are
Labour market conditions
Legal provisions
Socioeconomic factors

Recruitment process
The recruitment process is concerned with the
procedure for the identification and classification
of the potential source of human resources
supply and effectively utilising those sources.

Recruiting Yield Pyramid

524

Finding Internal Candidates

Job Posting

Rehiring Former
Employees

Hiring from Within

Succession Planning
(HRIS)

525

Evaluation of Internal Sources

Merits

Limitations

Career Devlopment plans to

employees
Less orientation and training
Good motivator and moral
booster
Better utilization of skills ,
experience and qualifications
Easy to induct employees in to
work environment
Economical and less time
consuming
Enhance Loyalty

Restriction on recruitment of
diverse workforce
May get better candidate but
not the best all time
May result in in breeding
Can affect unity and integrity
of the organization
Difficult to infuse fresh talent
and creativity

Outside Sources of Candidates

Locating Outside Candidates
1

Recruiting via the Internet

Executive Recruiters

Advertising

On Demand Recruiting Services

(ODRS)

Employment Agencies

College Recruiting

Temp Agencies and Alternative

Staffing

Referrals and Walk-ins

Offshoring/Outsourcing

Evaluation of External Sources

Merits
Enable to generate a large
pool of applications
Org. can adopt rigorous
procedure
Composition of the
applicants pool represent
real market picture
Help to bring in fresh
talents, adopt innovation
May enable the
organization to exploit
labour market

Limitations
Existing employees may not
get adequate opportunity for
promotion
Costly and time consuming
Induction and socialization
may not be smooth
Less committed than existing
employees
Greater possibility of hiring a
wrong person from external
sources

Recruiting A More Diverse

Workforce
Single Parents

The Disabled

Welfare-to-Work

Older Workers

Minorities and
Women
529

Recruitment practices in India

Existing employees
Employee referrals
Advertising
Private employment agencies
Internet recruiting