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2/1/2012

HR PLANNING AND STAFFING

Instructor: LTT Xun 1

Content

Instructor: LTT Xun 2

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The HR Planning Process

Factors That Determine HR Plans

Figure 23

Instructor: LTT Xun 3


2005 Southwestern College Publishing. All rights reserved.

The HR Planning Process


HR Planning - The process of analyzing and identifying the need
for and availability of human resources so that the organization
can meet its objectives.
Typical Division of HR Responsibilities in HR Planning

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Instructor: LTT Xun

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The HR Planning Process


Benefits of a good HR planning
Better view of the HR dimensions of business decisions
Lower HR costs through better HR management.
More timely recruitment for anticipate HR needs
More inclusion of protected groups through planned increases in
workforce diversity.
Better development of managerial talent

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Instructor: LTT Xun

The HR Planning Process

Figure 26

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2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xun

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The HR Planning Process


Scanning the external environment
Governmental regulations
Economic conditions
Geographic and competitive concerns
Workforce composition
Internal assessment of the organizational workforce
Addressing the following questions:
1. What jobs exist now?
2. How many individuals are performing each job?
3. How essential is each job?
4. What jobs will be needed to implement future organizational
strategies?
5. What are the characteristics of anticipated jobs?

Instructor: LTT Xun 7

The HR Planning Process


Forecasting
To determine HR supply and demand
Forecasting labor demand
Organization-wide estimate for total demand
Unit breakdown for specific skill needs by number and type of
employee
Develop decision rules (fill rates) for positions to be filled
internally and externally.
Develop additional decision rules for positions impacted by
the chain effects of internal promotions and transfers.

Instructor: LTT Xun 8

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The HR Planning Process


Forecasting
Forecasting External HR Supply
Factors affecting external
Net migration for an area
Individuals entering and leaving the workforce
Individuals graduating from schools and colleges
Changing workforce composition and patterns
Economic forecasts
Technological developments and shifts
Actions of competing employers
Government regulations and pressures
Other factors affecting the workforce
Forecasting Internal HR Supply
Effects of promotions, lateral moves, and terminations
Succession analysis  Succession plan
Instructor: LTT Xun 9

The HR Planning Process


Forecasting methods

Forecasting Periods
Short-termless than one year
Intermediateup to five years
Long-rangemore than five years

Instructor: LTT Xun 10

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DISCUSSION QUESTION

What do businesses should do to deal with HR surplus or


shortage?

Instructor: LTT Xun

The HR Recruitment Process


HR Recruitment The practice or activity carried on by the
organization to identify and attract potential employees
Tight vs. Loose Labor Market
Typical Division of HR Responsibilities: Recruiting

Instructor: LTT Xun 12

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The HR Recruitment Process

Recruiting
Presence and Image

Effective
Training of Recruiters
Recruiting

Regular vs. Flexible


Staffing

Instructor: LTT Xun 13


2005 Southwestern College Publishing. All rights reserved.

The HR Recruitment Process


Recruiting method
Advertising medium chosen, including use of employment
agencies
Recruiting message
What is said about the job and how it is said
Applicant qualifications required
Education level and amount of experience necessary, for example
Administrative procedures
When recruiting is done, applicant follow-up, and use of previous
applicant files

Instructor: LTT Xun 14

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The HR Recruitment Process

Personnel policies
Organizational-based vs. Outsourcing
Regular vs. Flexible Staffing
Recruiting vs. EEO/Diversity Considerations
Recruiting sources: Internal vs. External
Internal Recruiting process
Employee-focused Recruiting

What are advantages and disadvantages of Internal and External


Recruiting Sources?

Instructor: LTT Xun 15

The HR Recruitment Process


Recruitment sources

Colleges and Universities -


campus placement services
Internal Sources - Public & Private
Faster, cheaper, Employment Agencies -
more certainty headhunters, can be
expensive

External Sources -
New ideas and JOBS
approaches Electronic Recruiting -
the Internet

Direct Applicants
and Referrals - Newspaper Advertising -
self selection, large volume, low
low cost quality recruits

Instructor: LTT Xun 16


2006 The McGraw-Hill Companies, Inc. All rights reserved.

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The HR Recruitment Process


What to include in an effective recruiting ad

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2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xun

The HR Recruitment Process


Recruitment sources
Electronic recruiting

Job Boards

Professional/ E-Recruiting
Career Web Sites Methods

Employer Web Sites

Instructor: LTT Xun 18


2005 Southwestern College Publishing. All rights reserved.

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The HR Recruitment Process


Recruitment sources
Electronic recruiting
Advantages Disadvantages
Recruiting cost savings More unqualified applicants
Recruiting time savings Additional work for HR staff
members
Expanded pool of
applicants Many applicants are not seriously
seeking employment
Morale building for current
employees Access limited or unavailable to
some applicants

Instructor: LTT Xun 19

HOMEWORK

Choose a recruited position that you are interested and


prepare your rsum for applying.
Work with your assigned group and criticize each rsum
Write an individual report about the lessons learned (what
should do and what should not do) in preparing CV and submit
after 02 weeks

Instructor: LTT Xun

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Selection and Placement


Selection
The process of choosing individuals who have needed qualities to
fill jobs in an organization.
Organizations need qualified employees to succeed
Good training will not make up for bad selection.
Hire hard, manage easy.

Instructor: LTT Xun 21

Selection and Placement


Placement
Fitting a person to the right job
Well-matched to a job, good amount and quality of work
Person-Job fit: matching KSAs and TDRs
Benefits of person-job fit: Higher employee performance
and Lower turnover and absenteeism
Person-Organization fit

Instructor: LTT Xun 22

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Selection and Placement


Typical Division of HR Responsibilities: Selection

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Instructor: LTT Xun
2005 Southwestern College Publishing. All rights reserved.

Selection and Placement


HR Employment Functions
Receiving applications
Interviewing applicants
Administering tests to applicants
Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports.

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2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xun

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Selection and Placement


The Selection process

Instructor: LTT Xun 25

Selection and Placement


Limiting Who Becomes an Applicant

Instructor: LTT Xun 26

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Selection and Placement

Job Performance, Selection Criteria, and Predictors

Instructor: LTT Xun 27


2005 Southwestern College Publishing. All rights reserved.

Selection and Placement


Selection testing: Ability test
Cognitive Ability Tests
Measure an individuals thinking, memory, reasoning, and
verbal and mathematical abilities.
Physical Ability Tests
Measure strength, endurance, and muscular movement
Psychomotor Tests
Measure dexterity, hand-eye coordination, arm-hand
steadiness, and other factors.

Instructor: LTT Xun 28

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Selection and Placement


Selection testing: Ability test
Work Sample Tests
Require an applicant to perform a simulated task.
Assessment Centers
A series of evaluation exercises and tests used for the selection
and development of managerial personnel.
Multiple raters assess participants in multiple exercises and
problems that are job content-related to the jobs for which the
individuals are being screened.

Instructor: LTT Xun 29

Selection and Placement


Selection testing: Other test
Personality Tests: Minnesota Multiphasic Personality Inventory
(MMPI) or Myers-Briggs
Honest and Integrity Testing
Overt integrity tests
Personality-oriented integrity tests
Graphology (Handwriting Analysis)
Analysis of the characteristics of an individuals writing that
purports to reveal personality traits and suitability for
employment.
Psychics
Persons who are supposedly able to determine a persons
intellectual and emotional suitability for employment Example:
Psychometric test

Instructor: LTT Xun 30

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Big Five Personality Characteristics

Figure 88
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2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xun

Selection and Placement


Selection interviewing
Types of Selection Interviews

Instructor: LTT Xun 32

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Selection and Placement


Structured Interview
Uses a set of standardized questions asked of all job applicants.
Useful for initial screening and comparisons
Benefits
Obtains consistent information needed for selection decision
Is more reliable and valid than other interview formats
Meets EEO guidelines for the selection process

Instructor: LTT Xun 33

Selection and Placement

Behavioral interview
Applicants are asked to give specific examples of how they have
performed a certain task or handled a problem in the past.
Helps discover applicants suitability for current jobs based on past
behaviors.
Assumes that applicants have had experience related to the
problem.
Situational interview
Applicants are asked how they would respond to a specific job
situation related to the content of the job they are seeking.

Instructor: LTT Xun 34

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Selection and Placement

Nondirective Interview
Applicants are queried using questions that are developed from
the answers to previous questions.
Possibility of not obtaining needed information.
Information obtained may not be not job-related or comparable to
that obtained from other applicants.
Stress Interviews
An interview designed to create anxiety and put pressure on an
applicant to see how the person responds.

Instructor: LTT Xun 35

Selection and Placement

Who does interviews?


Individuals
Panel interview
Team interviews
Video interviewing

Instructor: LTT Xun 36

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Selection and Placement


Effective Interviewing
Conducting an Effective Interview
Planning the interview
Controlling the interview
Using proper questioning techniques
Question types to avoid in interviews
Yes/No questions
Obvious questions
Questions that rarely produce a true answer
Leading questions
Illegal questions
Questions that are not job related

Instructor: LTT Xun 37

Selection and Placement


Common Selection Interview Questions

Figure 810

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2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xun

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Selection and Placement


Problems in the Interview
Snap Judgment
Negative Emphasis
Halo Effects
Biases and stereotyping
Cultural noise

Instructor: LTT Xun 39

Selection and Placement


Medical Examinations
Physical health testing
Drug Testing
Tests monitored to protect integrity of results.
Genetic Testing
Tests for genetic links to workplace hazards
Tests for genetic problems related to the workplace
Tests to exclude workers for increased risks

Instructor: LTT Xun 40

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Selection and Placement


Other selection methods
References and Biographical data gather background information
on candidates.
Physical ability tests are relevant for predicting not only job
performance but occupational injuries and disabilities. Types of
physical ability tests include:
muscular tension, power, and endurance
cardiovascular endurance
flexibility
balance
coordination

Instructor: LTT Xun 41

Selection and Placement

- Profit
INCREASES
-Productivity
RIGHT -Efficiency
SELECTION - Advantages of
DECREASES
working context

-Training costs
-Replacement

Instructor: LTT Xun 42

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