HUMAN RESOURCE MANAGEMENT BMG775J1A

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HUMAN RESOURCE MANAGEMENTBMG775J1A

• Week 2 Human resource planning and recruitment
• Norma Heaton

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Objectives

• To explain the process of human resource planning
• To consider approaches to recruitment of staff

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Why is human resource planning important?

• It encourages employers to develop clear links
  between their business and human resource plans
• It allows for much better control over staffing
  costs and numbers
• It enables employers to make more informed
  judgements about the skills and attitude mix in
  the organisation

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Importance of HRP ctd

• It provides a profile of current staff which is
  necessary for moves towards an equal
  opportunities organisation
• Source Marchington and Wilkinson (2005)

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Forecasting future demand

• Objective methods
• Statistical models eg relating people to demand
  for product or service
• Work-study models eg calculation of person hours
  per unit of output
• Subjective methods
• Managerial judgement
• Top-down, bottom up or a combination of both

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Forecasting internal supply

• How will the current supply of employees change?
• How many will leave, be promoted, be transferred?
• Calculate turnover by the wastage rate
• Leavers in year
• ------------------------------------- X 100
• Average number of staff in post

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Turnover problems?

• High levels of turnover can indicate problems
  with a range of HR policies and practices, such
  as?

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High levels of turnover can indicate

• Inappropriate recruitment and selection methods
• Poorly designed or uncompetitive pay systems
• Inadequate training and development

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Forecasting external supply

• Local factors
• Level of unemployment
• Opening or closure of other workplaces
• School and college leavers
• Housing and transport
• Employer reputation
• National factors
• Level of unemployment, number of graduates

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Reconciliation and plans

• Demand less than supply
• Consider methods and ways of losing staff or
  changes in utilisation
• Redundancy or early retirement
• Can staff be moved? Is training necessary?
• Supply less than demand
• Consider reducing staff turnover or delaying
  retirement
• Change utilisation of employees
• Engage in recruitment and selection

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Achieving flexibility in planning

• Numerical flexibility
• Using alternatives to traditional, full-time,
  permanent employees eg short-term, contract staff
• Temporal flexibility
• Varying the pattern of hours worked
• Functional flexibility
• Provide training and development to multi-skill
  employees
• See Leopold et al (2005) for further discussion

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The recruitment and selection process

• Agree vacancy to be filled
• Job analysis define knowledge, skills and
  aptitude needed
• Attract a field of candidates
• Sort candidates
• Selection through interview and/or other methods
• Induction

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Job analysis the traditional approach

• Collect together existing documents
• Ask relevant manager about the job
• Ask job holders similar questions
• Observe job holders performing their work
• Write the job description

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The job description

• Job title
• Context (supervised by, responsible to)
• Purpose or job summary
• Job content most frequent duties
• Working conditions
• Performance standards

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The personnel specification

• Represents the demands of the job translated into
  human terms
• Involves differentiating criteria which are
  essential from those which are desirable
• Eg degree essential, Post grad qualification
  desirable
• Lists those which would exclude a candidate from
  consideration
• Traditional frameworks include Rodgers
  seven-point plan

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Rodgers seven point plan

• Physical make-up
• Attainments
• General intelligence
• Special aptitudes
• Interests
• Disposition
• Circumstances

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Alternative approach competency frameworks

• Identify competencies which are important across
  the organisation
• Examples might be planning and organising,
  managing relationships, gathering and analysing
  information, decision making
• The focus is on the behaviour of applicants

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Advantages of competency approaches

• They set a framework for recruitment, and
  selection, performance management, training and
  development, pay and grading
• Competencies can be related to specific
  performance outcomes
• Eg able to set short-term plan of action
• Or able to co-ordinate medium term plans

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Internal or external recruitment?

• Internal
• Applies to jobs where there is a career structure
• Can be good for motivation and morale
• Can save time and money but involve training
• External
• May be essential if specific skills are required
• May be important for equal opportunities

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Usage of various methods of recruitment

• Advertisements in local press 84
• Specialist journals and trade press 73
• Corporate website 72
• Recruitment Agencies 71
• National press 64
• Internal intranet 61
• Word of mouth 58
• Source Torrington, Hall and Taylor, 2005

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Other recruitment methods

• Promotional events/ careers fairs
• Secondments
• Commercial job-board internet sites
• Radio/TV
• Posters and billboards

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The choice of selection method

• Application form can provide the basis for an
  interview
• Interview
• Work samples eg a portfolio or simulation of work
  
• Assessment centres often used for graduate
  recruitment or selection of managers
• References
• Psychometric tests measuring mental phenomena

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References

• Beardwell,J. and Wright,M. (2004) Recruitment
  and selection in Beardwell,I., Holden,L. amd
  Claydon,T. (eds) Human Resource Management a
  contemporary perspective.London FT/Prentice Hall
• Leopold,J., Harris,L. and Watson,T. (2005) The
  Strategic managing of Human Resources.
  FT/Prentice Hall
• Marchington,M. and Wilkinson,A. (2005) People
  Management and Development. LondonCIPD
• Roberts,G. (1997) Recruitment and Selection.
  LondonIPD
• Torrington,D., Hall,L. and Taylor,S. (2005) Human
  Resource Management. LondonFT/Prentice Hall