HUMAN RESOURCE PLANNING

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HUMAN RESOURCE PLANNING

• An effective human resource planning (HRP) system
  that enables an organization to obtain and
  maintain a competent workforce is critical to
  establishing its competitive advantage.
  Organization today are in the midst of a rapidly
  changing and challenging economic, social,
  political, and cultural environment.

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FACTORS THAT AFFECT THE HR PLANNING PROCESS

• GLOBALIZATION
• INTENSE COMPETITION
• ECONOMIC DOWNTURNS
• EMERGENCE OF NEW MARKET OPPORTUNITIES
• TECHNOLOGICAL INNOVATION

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WHAT IS HUMAN RESOURCE PLANNING

• The process of obtaining the right numbers and
  kinds of people at the right time to fulfill
  organizational needs.

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HUMAN RESOURCE PLANNING is the process of

• of assessing the organizations human
  resources needs in light of organizational goals
  and changing conditions and making plans to
  ensure that a competent, motivated workforce is
  employed.

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HUMAN RESOURCE PLANNING is the process of

• ..analyzing an organizations HR needs under
  changing conditions and developing the activities
  necessary to satisfy these needs,

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HUMAN RESOURCE PLANNING is the process of

• analyzing an organizations HR needs as its
  conditions change and then supplying strategies
  to help respond proactively to those changes over
  time. HR planning helps ensure that the right
  number of the right kinds of people are available
  at the right time and in the right places to
  translate organizational plans into reality.

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Key Elements of HR Planning

• Is an on going process
• It is an assessment or forecast of organizations
  HR
• It ensure the employment of competent workforce

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THEORETICAL BASES

• HENRY FAYOL ( 1841-1925)
• 1. Retaining personnel
• 2. Orderly personnel planning
• 3. Timely recruitment and selection

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Henry Fayol

• The responsibility of human resource planning
  belonged to the managers, ensuring that human
  and materials organization is consistent with the
  objective, resources and requirement of the
  business concern

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HR PLANNING IN THE PHILIPPINES

• HR planning was evident in the 1990s because of
  demographic changes which affected the
  recruitment and retain of qualified individuals
• Urbanization
• Increase in number of female workers
• Higher level of educational attainment
• Workers were organized and represented

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3 MAJOR COMPONENTS OF HR PLANNING

• Forecasting
• ? identification of required human resource
• in quantitative and qualitative terms
• ? assessment of available skills and
• talents (supply)
• ? Identification of required HRD capability,
• functions, services and programs, both
• short term and long term

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COMPONENTS OF HR PLANNING

• GAP ANALYSIS
• 2.1 SKILLS AND COMPETENCE - demands
  for specific skills and competence will be
  compared to the supply of these requisite skills
  and competence

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GAP ANALYSIS

• 2.2 HR DEPARTMENT CAPABILITY
• a comparison of current HR functions, services
  and programs against projected future
  requirements. HR may establish for itself, new
  services, and may have to change functions, scope
  of responsibility or change the composition of
  the staff.

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COMPONENTS OF HR PLANNING

• PLAN DEVELOPMENT
• As soon as the results of the gap analysis
  are available, HR can develop as well as its
  strategic and operating plans
• 3.1 Workforce Plan process of
  determining the right number of staff at the
  right time

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HR action that an organization may take are

• Promotion of qualified employees
• Lateral transfer
• Hiring new employees
• Relocation
• Training and retraining
• Downsizing

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HR Actions

• Early retirement
• Alternative staffing strategies
• Outplacement

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HR STRATEGIC AND OPERATING PLAN

• Redesign of HRs structure
• Change of some HR roles, reducing transactional
  and routine tasks
• Introduction of new services
• Staffing changes within HRD and changes in HR
  policies

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Quiz no. 2

• What are the factors that affect the HR planning
  process?
• 2. What is human resource planning?

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RECRUITMENT AND SELECTION

• WHY SHOULD HIRING DECISIONS BE MADE WITH UTMOST
  CARE?
• An unqualified applicant could take up in
  inordinate amount of orientation and training
  time
• Poor or unproductive performance
• Can cause disruption and trigger low morale
• It could incur more cost/expense
• Difficult and costly to terminate employees

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THEORETICAL BASES

• Frederick W. Taylor
• The precursor of Taylor management principles was
  the job analysis which is an important process in
  identifying the competencies, qualifications and
  the critical success factors for a job.

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F. W. TAYLOR principles of management

• Individual selected to do the work should be as
  perfectly matched, physically and mentally to the
  job.
• The selection process is important in avoiding
  the hiring of unqualified individuals

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HUGO MUNSTERBERG

• He emphasize the value of job analysis to
  identify abilities required for the job
• Introduced the significance of developing tests
  as selection tools.
• Paralleling these developments were advice on
  the use of reference checking, rating sheet for
  interviewers and statistical methods

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• In the Philippines, recruitment and selection
  functions appear to be shared by line management
  and HR practitioners, with HR serving in a
  support capacity. HR could test candidates for
  test candidates for a job vacancy and conduct
  preliminary interviews while line managers make
  subsequent interviews and hiring decisions.

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RECRUITMENT

• Is the continuous process of sourcing applicants
  to ensure that candidates for job openings are
  available as soon as they are needed. The
  recruitment effort may be conducted in line with
  a human resource plan.

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FACTORS THAT RECRUITMENT

• ORGANIZATIONAL FACTORS
• Reputation of the organization
• Recruitment budget
• Recruitment capability
• ENVIRONMENTAL FACTOR
• Labor market conditions
• Technological innovations
• Changes in business conditions

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RECRUITMENT SOURCES

1. Internal sources are job posting, career planning
   and development, and skills inventory.
2. External sources include walk-ins,
   advertisements, referrals, the Internet, schools
   and colleges, employment agencies and executive
   search firms.

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SELECTION

• Selection is the process of choosing the best
  qualified individuals to fill specific job
  openings.
• Using the job analysis which provides
  information on critical factors including
  knowledge, skills, attitudes, and behavior
  required for an incumbent to successfully perform
  the job.

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Selection

• Prior to conducting the recruitment and
  selection, a recruiter needs to be certain that
  the supervisor to whom this position reports has
  reviewed and updated the job description and the
  critical job factors.
• It is important for the recruiter to fully
  understand these job factors or competencies
  technical as well as behavioral which are
  required for success for the job.

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SELECTION METHODS

• Screening of application forms and resumes
• Pre-employment testing, including medical or
  physical examination
• Interview
• Reference checking

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Screening of application ..

• The recruiter needs to review the application
  form looking for the persons qualifications,
  details about current or previous employment,
  dates of employment, reason for leaving, and
  completeness in providing required information

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Testing

• For testing to be effective as a screening tools,
  its reliability and validity must first be
  established. Reliability refers to the ability
  of a test to produce approximately the same
  result when the same test is readministered to a
  test taker. Validity refers to tests ability to
  predict what is supposed to predict.

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Different kinds of tests can be grouped based on
what is being tested

1. Personality tests profiles of a persons
   attitudes and behaviors
2. Cognitive tests- ability to perform a job,
   ability to learn new skills, spatial perception,
   number discrimination, and mental ability.
3. Work samples- tests that stimulates some
   important aspects of a job such as writing
   samples, word processing tests and drawing blood
   specimen.

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Types of tests.

• Integrity tests- polygraph tests used to uncover
  undesirable behavior and other tests to predict
  theft.
• Physical tests test of ones ability to lift
  certain weights

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Examples of pre-employment tests

• I.Q test
• Aptitude test
• Personality test
• Interest inventory
• Achievement test

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Interviewing

• Interviewing is the most common selection
  technique. To be an effective tool for
  predicting a candidates ability to perform on the
  job, the interviewer must be trained in
  interviewing and probing techniques, listening
  and interpreting information provided by the
  interviewee.

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interview

• Aside from determining the applicants
  qualifications, the interviewer has to provide
  the applicant with information concerning the
  job, the benefit of working in the company, and
  the next step in the interview process.

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Guidelines in the conduct of interview
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