HUMAN RESOURCE MANAGEMENT

CHAPTER 5
HUMAN RESOURCE PLANNING
AND RECRUITING
Presented By

Harish Mudgal 231061
Honey Nitharwal 231067 Pooja Sharma 231097
Kanika Jain 231073 Rohit Mohan 231103
Kritika Bhatia 231079 Radhika Modi 231109
Mimansha Gupta 231091 Rajeev Sharma 231115
DECIDE
POSITIONS
TO BE
FILLED
Through HR
planning and
forecasting
RECRUITMENT:
Build a pool of
candidates-
external and
internal

Candidates
complete
application
form
Selection
tools used
to screen
out
Interviewing by
supervisor and
others for final
selection

C
A
N
D
I
D
A
T
E

I
S

S
E
L
E
C
T
E
D


EMPLOYMENT (or HR) PLANNING: process of deciding what positions to be filled by the firm and
how. Succession Planning- for executive jobs.
BUILD- training, development for current employees & BUY- using recruiting sources, going
outside for recruitment. Eg- SBI

FORECASTING PERSONNEL NEEDS: 1
st
forecast revenue, then estimate size of staff required to
support this sales volume. Other factors- productivity changes, decisions to upgrade, etc.
Trend Analysis: studying variations in firms employment levels
Ratio Analysis: ratio of some factor(eg- sales vol.) & no. of employees reqd.
Scatter Plot: graphically how a factor and no. of employees are related
Computerized Forecasts: generating avg. staff according to inputs. Eg- Labour scheduling system-
estimate staff according to sales forecast & store traffic.




FORECASTING THE SUPPLY OF INSIDE CANDIDATES: Determining which current
employees qualify for the projected openings through qualification inventories.
Manual Systems & Replacement Charts:
personnel inventory and development record form has qualification information,
including education, languages, skills etc.
Personnel replacement charts- for top positions showing present performance &
promotability of each potential replacement.
Position replacement card for each position
Computerized Skills Inventories- automatic skill inventory management, includes work ex
codes, product knowledge, industry experience, etc
Keeping information private: securing data

FORECASTING THE SUPPLY OF OUTSIDE CANDIDATES: If not enough inside
candidates, turning to outside candidates. Finding how difficult it will be to find
good outside candidates. Eg- unemployment rates of 9% in the US in 2009- easier to
find good candidates.

50
100
150
200
1200
New Hires
Offers made(2:1)
People Interviewed(3:2)
Candidates invited(4:3)
Leads generated(6:1)
Recruiting yield Pyramid Why effective Recruiting is a challenge
Difficult to match job description with the bunch
of CVs
Its difficult to relate job to candidates profile and
it is time consuming and complex.
Filtering 2 or 3 candidates from a database of
1000 is a great challenge
Candidate turning up the interview but rejecting
the offer due to some reason.
Centralised recruitment - Major firms uses centralised recruitment in which personnel department at head
performs all the recruitment
Advantage
It reduces the administrative cost by consolidating
all recruitment activities at one place
It helps in better utilization of specialists
It ensures uniformity in recruitment and selection
of all types of employees
It tends to reduce favouritism in recruitment and
makes the recruitment process more scientific
Disadvantage
There is delay in recruitment as operating units
cannot recruit staff as and when required
The central office may not be fully familiar with job
requirements of different units and the most
suitable sources for the required staff
Internal sources of candidates
Pros
Morale and motivation of employees improves
Foreknowledge of candidates strength and
weakness.
Candidate have stronger commitment to company.
Present employees familiar with organization
surroundings.
Reduction in time and expenditure for recruitment
Cons
Lack of fresh employees and their experience in
the organization.
Promotion based on seniority.
Restriction in selection choice.
All vacancies cannot be filled from within
organization.
Finding internal candidates
Re-hiring former employee
Advantage:
They are known quantities
They know the firm and its culture.
Disadvantage
They can return with less positive attitudes as
we let them go.
Also employee who resigned in better situation
may distract current employees.

Job Posting
Publicizing an open job to employees and listing its
attributes.
Examination of HR record for potential candidate.
Recruiting through the Internet via websites and job boards.
Social Networking sites like LinkedIn and Monster Networking
Keyword searches on online databases.
Dot-Jobs Domain- Gives job seekers a one click conduit for finding
jobs.
Virtual Job Fairs- Job seekers can listen to presentations, visit
booths, leave resumes and business cards
Applicant tracking systms- Online systems that help employers
attract, gather, screen, compile and manage applicants


Advantages
Cost Effective
Generates more responses in a small amount of time.
Companies can post detailed job duties listings.
Disadvantages
Restricted to people having internet access and are adept at using it.
May leave out older people.
Popular job portals in English.
Internet overload.




The Media
Depends on the positions for which they are recruiting.
Technology lets the ads be more creative and informative.

Constructing the Ad
Experienced advertisers use AIDA- attention, interest, desire and action.
Employers usually advertise key positions.
Develop interest in the job.
Ads with more specific job information are more attractive and more
credible.
Realism reduces applicants but improves employee retention.
Employers should create the right impression of their company
Employment Agencies:
Public and Nonprofit agencies
Privet agencies
Why Agency??
Firm dont have own HR Department
Paticular job
Time saving
Problem-
potential pitfall

Solutions
Provide accurate & complete job description
Make sure about agencies selection process
Periodic review of selected candidates
Screening of agency

Temp Agencies and alternative staffing
Employer supplement their permanent workforce by hiring temporary workers.
WHY??
To Fill in for the permanent employees who are sick or on vacation
More productivity. paid only for working hours.
Legal Guideline
Exploitation of contract labour
Law suits that might lead to employees getting absorbed permanently in the firm
DOs
Invoicing
Time sheets
Recruitment of and benefit for
temp employees
Dont
Negotiate payroll
Terminate directly
training
Offshoring and Outsourcing Jobs
Outsourcing means having outside vendors supply services offshoring is a narrower term means having outside vendors abroad supply
services.
Challenges
Political tension,cultural misunderstanding,security and privecy issue,special training need
Executive Recruiters
Special agencies retained by employers to seek out top management talent for their clients
Pros
Saving top managements time
Recruiters have a lot of contacts.
Cons
Recruiter dont understand your needs
Recruiters may persuade you to hire someone rather finding
Guidelines
Firm is capable of conducting a thorough search.
Meet the individual who will actually handle your assignment
Ask for charges.
Clear about needs and positions
Never rely solely on executive recruiters
College Recruiting
Goals:
To Determine if candidate is worthy for
further consideration
To attract good candidate
Problems
Expensive and time consuming
Schedules
Recruiters inefficiency
Solutions
Screening and relationships with colleges
Choosing recruiters carefully
Diversity is important due to growing:

Globalisation: due to shortage of talent in tier 1 cities, companies looking forward to small
towns and rural areas for talent.
Increase in minority: certain %age is reserved for minorities like SC, ST, OBC. A few states
give reservation to minority religions well.
The disabled: they should be given a chance as they compete equally with others in jobs
ranging from IT to creative advertising to receptionist.
Increase in older work force: older workers tend to have low absenteeism rate, more
reliability, better work habits.
Increase in women candidates: Managers should be trained to be unbiased. Portable jobs,
flexible timings can be considered.

PURPOSE OF APPLICATION FORMS:
1. Judgment on substantive matters: based on education and job.
2. Previous progress and growth.
3. Stability based on previous work record.
4. Predict as to which candidate will succeed in doing a job and which not.

APPLICATION GUIDELINES:
1. Personal history section.
2. Employment history section.
3. Personal declarations.
4. Signature of the applicant to certify all details.

USING APPLICATION FORMS TO PREDICT JOB PERFORMANCE:
statistical studies to analyze the relationship between bio data
responses on application forms and measures of success on the job