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HR PLANNING & RECRUITMENT (HR Planning (Process: Orgs should carry…
HR PLANNING & RECRUITMENT
HR Planning
Process
:
Orgs should carry out HR planning so as to meet biz objectives and gain a competitive adv over competitors
--> HR planning compares the present state of the org w its future goals
--> Then identifies what changes it must make in its HR to meet those goals
--> 3 stages:
Forecasting
(surplus or deficit)
Goal setting and strategic planning
(if deficit, how to overcome)
Program implementation and evaluation
--> co. which is able to act quickly, appropriately will gain adv over co. which didn't act in time (competitive adv)
--> refer to table 3.1
Programme Implementation & Evaluation
Implement the strategies and evaluate the outcomes
--> the org must hold some individual accountable for achieving the goals
Check whether the org has succeeded in avoiding labour shortages or surpluses
--> the evaluation should identify which parts of the planning process contributed to success/ failure
--> how do we know if the recruitment managed to achieve its goals
Goal Setting and Strategic Planning
Purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the org's success in addressing labour shortages and surpluses
--> Goals should come directly from the analysis of labour supply and demand
--> Specific figure indicating what should happen w the job category or skill area
--> Specific timetable for when the results should be achieved (should have review points)
HR Strategies for Addressing a Labour Surplus
--> refer to table 3.2
HR Strategies for Addressing a Labour Shortage
--> refer to table 3.3
Forecasting
Attempts to determine supply and demand for various types of HR to predict areas within the org where there will be labour shortages or surpluses.
--> in each level/ function (esp IT, how to compete w co.)
Forecasting steps:
Forecast labour demand
Determine labour supply (takes into account current employees)
Determine labour surplus or shortage
Determining Labour Supply
-
Transitional matrix
: a chart that lists job categories held in one period and shows proportion of employees in each of those job categories in a future period
-Answers 2 qns:
"where did ppl in each job category go?"
"where did ppl now in each job category come from?"
--> unds movement of employees within co., function to function
Forecasting Labour Demand
-
Trend Analysis
: Constructing and applying statistical models that predict labour demand for next yr, given relatively objective statistics from previous yrs
-
Leading Indicators
: Objective measures that accurately predict future labour demand or supply
e.g.:
Economy --> ppl choose to stay in uni longer (take honest and stay extra yr when they know co. not hiring/ downsizing)
Changes in technology --> more IT related stuff, require less admin staff, need more ppl who know how to utilise that technology, competitors will also be hiring those ppl w that specific skillset
Composition of the workforce --> greater amt of old ppl, education level of workforce, increase in contingent workers
Actions of competitors
(in exam, mist give e.g. and elaborate --> how will it affect composition of workforce)
What
:
Identifying the no. and types of employees the org will require to meet its objectives
How to know what types of employees
:
Biz strategy
Job description
Full-time or part-time
Job design, job analysis
Why
:
Align HR strategy to biz strategy
Fill up job vacancies where applicable
For co. to make use of the employees effectively
Evaluating the Quality of a Source
Yield Ratio
: that expresses % of applicants who successfully move from one stage of the recruitment and selection process to the next
by comparing yield ratios of diff recruitment sources, we can determine which source is best or most efficient for type of vacancy
a high yield ratio (large %) indicates that the source is an effective way to find candidates
refer to yield ratio case exercise
Cost Per Hire
find cost of using a particular recruitment source for a particular type of vacancy
divide cost by no. of ppl hired to fill that type of vacancy
a low cost per hire means the recruitment source is efficient
job offer rate: job offers divided by no. of applicants
hiring rate: hired divided by no. of applicants
survival/ retention rate: survival divided by no. of hires
cost of setup
total application costs = application costs x no. who apply
total training costs = training costs x no. who are hired
cost per hire = total cost/ no. who are hired
cost per survival = total cost/ no. retained
Recruitment
Recruitment
: any activity carried on by the org w the primary purpose of identifying and attracting potential employees
--> need to attract right type of employees we want to have for specific positions
3 factors:
Personnel Policies
Internal/ External Recruitment
Recruiter Traits and Behaviour
1. Personnel Policies
: an org's decisions abt how it will carry out HRM, including how it will fill job vacancies
Key policies relevant for recruitment:
Internal vs external recruiting
Lead-the-mkt pay strategies
Employment-at-will policies (vs due-process policies)
--> termination of employment in SG
Image advertising
--> Google
--> how org deals w employees
--> policy to promote within or external
--> pay more than industry mkts to attract more ppl
--> at will (can terminate contract anytime)
2. Recruitment Sources: Internal Sources
Job Posting
: process of communicating info abt a job vacancy
--> on co. bulletin boards
--> In employee publications
--> On corporate intranets
--> Anywhere else org communicates w employees
Recruitment Sources: External Sources
--> Direct applicants and referrals (knows culture and working style of co. so can communicate it clearly to candidate/ incentives e.g. $8k per successful candidate, must meet min performance and stay min amt of time)
--> Electronic Recruiting
--> Social media (DBS)
--> Ads in newspapers and magazines (Ikea)
--> Public employment agencies
--> Private employment agencies
--> Colleges and Universities
(recruitment via linkedin and skype)
Recruitment Sources: Internal Sources
Adv
:
--> culturally right fit bc been thru selection and hiring process
--> +ve employee reactions to promotion from within
--> quick method to identify job applicants
--> less expensive
--> less time req to reach full productivity
Disadv
:
--> if have diversity composition, may not be able to meet them
--> same perspective, unable to broaden views and ideas (for external, influx of new ideas and skills)
--> no new KSAOs into the org
--> many perpetuate current underrepresentation of minorities and women
--> small labour mkt to recruit from
--> employees may req more training time
Recruitment Sources: External Sources
Adv
:
--> bring employees in w new KSAOs
--> larger no. of minorities and women to draw from
--> large labour mkt to draw from
--> employees may req less training time
Disadv
:
--> -ve reaction by internal applicants
--> time consuming to identify applicants
--> expensive to search external labour mkt
--> more time required to reach full productivity
3. Recruiter Traits & Behaviours
Characteristics of recruiter
Warm and informative
--> make u feel more +ve abt position and co.
Behaviour of recruiter
Realistic job previews: vids, simulations, role-play, interview
--> can help you unds the position applying for
--> putting you in that position for a day/ half a day to see how you can best fit the co.
Constrast HR Generalist
Timely feedback