Meeting Human Resource
Requirements
HRP and Strategic Planning

Strategic Analysis


Strategic Formulation


What human resources are needed and what
are available?
What is required and necessary in support of
human resources?
Strategic Implementation

How will the human resources be allocated?
Human Resources
Planning
Strategic
Planning
Strategic Planning and Human
Resources

Strategic Planning


Procedures for making decisions about the
organization’s long-term goals and strategies
Human Resources Planning (HRP)

Process of anticipating and making provision
for the movement (flow) of people into, within,
and out of an organization.

Staffing

Filling a firm’s open positions; also, the
personnel process that includes six steps: job
analysis, personnel planning; recruiting,
interviewing, testing and selection.
Forecasting: A Critical Element of
Planning

Forecasting involves:
a.
b.
c.
forecasting the demand for labor
forecasting the supply of labor
balancing supply and demand
considerations.
Step One: Mission, Vision, and Values

Mission


Strategic Vision


The basic purpose of the organization as well as its
scope of operations
A statement about where the company is going and
what it can become in the future; clarifies the longterm direction of the company and its strategic
intent
Core Values

The strong and enduring beliefs and principles that
the company uses as a foundation for its decisions
Step Two: Environmental Scanning

Environmental Scanning

The systematic monitoring of the major external forces
influencing the organization.
1. Economic factors: general and regional conditions
2. Competitive trends: new processes, services, and
innovations
3. Technological changes: robotics and office automation
4. Political and legislative issues: laws and administrative
rulings
5. Social concerns: child care and educational priorities
6. Demographic trends: age, composition,and literacy
Step Three: Internal Analysis
Culture
Competencies
Internal
Analysis
Composition
Job Analysis

Job Analysis


Job Specification


The procedure used to determine the duties of
particular jobs and the kinds of people (in terms of
skills and experience) who should be hired for them.
The human qualifications in terms of traits, skills, and
experiences required to accomplish a job.
Job Description

A document that identifies a particular job, provides a
brief job summary, and lists specific responsibilities
and duties of the job.
Job Requirements

Job Specification


Statement of the needed knowledge, skills,
and abilities (KSAs) of the person who is
to perform the job
Job Description

Statement of the tasks, duties, and
responsibilities (TDRs) of a job to be
performed
Performing Job Analysis
1.
2.
3.
4.
5.
6.
Select jobs to study
Determine information to collect: Tasks,
responsibilities, skill requirements
Identify sources of data: Employees,
supervisors/managers
Methods of data collection: Interviews,
questionnaires, observation, diaries and records
Evaluate and verify data collection: Other
employees, supervisors/managers
Write job analysis report
Job Analysis Questions






What is the job being performed?
What are the major duties of your position? What
exactly do you do?
What are the education, experience, skill, and
[where applicable] certification and licensing
requirements?
In what activities do you participate now?
What are the job’s responsibilities and duties?
What are the basic accountabilities or performance
standards of your work?
Job Analysis Questions





What are your responsibilities?
What are the environmental and working
conditions involved?
What are the job’s physical demands? Its
emotional and mental demands?
What are the health and safety conditions?
Does the job expose you to any hazards or
unusual working conditions?
Job Analysis
Job Description
Statement containing
item such as
•Job Title
•Location
•Duties
•Machines, tools
•Materials and Forms used
•Supervision given or received
•Working Conditions
•Hazards
Job Specification
A statement of human
qualifications necessary
to do a job
Education
•Experience
•Training
•Judgment
•Initiative
•Physical Efforts
Responsibilities
•Communication
Skills
•Emotional
Characteristics
•Sensory Demand
•
Job Design

Job Design


An outgrowth of job analysis that improves jobs through
technological and human considerations in order to enhance
organization efficiency and employee job satisfaction.
Job Enrichment (Herzberg)



Enhancing a job by adding more meaningful tasks and duties
(vertical expansion) to make the work more rewarding or
satisfying.
Providing opportunities for achievement, recognition, growth,
responsibility, and performance.
Job Enlargement:
Job Enlargement is the horizontal expansion of a job. It
involves the addition of tasks at the same level of skill
and responsibility
Job Characteristics

Job Characteristics Model
(Hackman and Oldham)

Job design theory that purports that three
psychological states (experiencing
meaningfulness of the work performed,
responsibility for work outcomes, and
knowledge of the results of the work
performed) of a jobholder result in
improved work performance, internal
motivation, and lower absenteeism and
turnover.
Job Characteristics (cont’d)
1.
2.
3.
4.
5.
Skill variety: The degree to which a job entails a variety of
different activities, which demand the use of a number of
different skills and talents by the jobholder
Task identity: The degree to which the job requires
completion of a whole and identifiable piece of work, that is,
doing a job from beginning to end with a visible outcome
Task significance: The degree to which the job has a
substantial impact on the lives or work of other people, whether
in the immediate organization or in the external environment
Autonomy: The degree to which the job provides substantial
freedom, independence, and discretion to the individual in
scheduling the work and in determining the procedures to be
used in carrying it out
Feedback: The degree to which carrying out the work activities
required by the job results in the individual being given direct
and clear information about the effectiveness of his or her
Job Characteristics Model

Job
Characteristi
cs





Skill variety
Task identity
Task
significance
Autonomy
Feedback

Psychological
States



Meaningfulne
ss of the
work
performed
Responsibilit
y for work
outcomes
Knowledge of
the results of
the work
performed.

Job
Outcomes



Improved
work
performance
Increased
Internal
motivation
Lower
absenteeism
and turnover
Employee Empowerment

Employee Empowerment


Granting employees power to initiate change,
thereby encouraging them to take charge of what
they do
Organizational conditions favoring empowerment:

Participation and autonomy

Innovation and acceptance of risk-taking

Access to information

Accountability for results

Cultural openness to change
Recruitment
“It is the process of finding and attracting
capable applicants for the employment. The
process begins when new recruits are sought
and ends when their applicants are
submitted. The result is a pool of applicants
from which new employees are selected”.
Steps in the Recruitment and
Selection Process
Outside Sources of Recruitment


Advertisements
Unsolicited applications
and resumes

Internet recruiting

Employee referrals

Executive search firms

Educational institutions

Professional
associations





Labor unions
Public employment
agencies
Private employment
agencies
Temporary help
agencies
Employee leasing
Internal Source



IJP
Transfer
Promotion
IJP
Job posting publicizes an open job to
employees (often by literally posting it
on bulletin boards and intranets) and
listing its attributes, like qualifications,
supervisor, working schedule, and pay
rate.
Employee referral Form
Reference Check Form
(Verify that the applicant has provided permission before conducting reference checks)
Candidate Name:
Reference Name:
Company Name:
Dates of Employment:
Position(s) Held:
(From: and To:)
Salary History:
Reason for Leaving:
Explain the reason for your call and verify the above information with the supervisor (including the
reason for leaving)
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant’s relationships with coworkers, subordinates (if
applicable), and with superiors?
3. Did the candidate have a positive or negative work attitude? Please elaborate
4. How would you describe the quantity and quality of output generated by the former employee?
5. What were his/her strengths on the job?
6. What were his/her weaknesses on the job?
7. What is your overall assessment of the candidate?
8. Would you recommend him/her for this position? Why or why not?
9. Would this individual be eligible for rehire? Why or why not?
Other comments?
External Recruitment
Considerations

Yield Ratio


Percentage of applicants from a recruitment source that
make it to the next stage of the selection process.
 100 resumes received, 50 found acceptable = 50% yield.
Cost of Recruitment (per employee hired)
SC AC  AF  RB  NC

H
H
SC
AC
AF
RB
NC
H
= source cost
= advertising costs, total monthly expenditure (example: $28,000)
= agency fees, total for the month (example: $19,000)
= referral bonuses, total paid (example: $2,300)
= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
= total hires (example: 119)
Cost to hire one employee = $414
Matching People and Jobs


Selection
 The process of choosing individuals who have relevant
qualifications to fill existing or projected job openings.
Selection Considerations
 Person-job fit: job analysis identifies required
individual competencies (KSAOs) for job success.
 Person-organization fit: the degree to which
individuals are matched to the culture and values of
the organization.
Steps in the Selection Process
Hiring decision
Medical exam/drug test
Supervisor/team interview
Preliminary selection in
HR department
Background investigation
Employment testing
(aptitude, achievement)
Initial interview in
HR department
Completion of application
Steps may vary. An applicant
may be rejected after any
step in the process.
The Selection Process

Obtaining Reliable and Valid
Information

Reliability


The degree to which interviews, tests, and
other selection procedures yield comparable
data over time and alternative measures.
Validity

Degree to which a test or selection procedure
measures a person’s attributes.
Employment Test

An objective and standardized measure
of a sample of behavior that is used to
gauge a person’s knowledge, skills,
abilities, and other characteristics
(KSAOs) in relation to other individuals.
Testing for Employee Selection

Uses of Tests



Reliability (repeatability of test results)
Validity (measures what it suppose to measure)
Types of Tests






Intelligence
Personality and interests
Ability/achievement (current capabilities/knowledge)
Aptitude (performance potential)
Physical Ability Tests
EQ test
Conducting Effective
Interviews




Plan the interview
Structure the interview
Establish rapport
Ask effective questions
Close the interview
Guidelines for Interviewees






Prepare
Make a good first impression
Uncover the interviewer’s needs
Relate your answers to the interviewer’s
needs
Think before answering
Watch your nonverbal behavior
Interviewing Methods


Nondirective Interview
 The applicant determines the course of the discussion, while
the interviewer refrains from influencing the applicant’s
remarks.
Structured Interview
 An interview in which a set of standardized questions having
an established set of answers is used.
Interviewing Methods (cont’d)



Situational Interview
 An interview in which an applicant is given a
hypothetical incident and asked how he or she
would respond to it.
Behavioral Description Interview (BDI)
 An interview in which an applicant is asked
questions about what he or she actually did in a
given situation.
Panel Interview
 An interview in which a board of interviewers
questions and observes a single candidate.
Interviewing Methods (cont’d)


Computer Interview
 Using a computer program that requires
candidates to answer a series of questions tailored
to the job.
 Answers are compared either with an ideal profile
or with profiles developed on the basis of other
candidates’ responses.
Video interviews
 Using video conference technologies to evaluate
job candidates’ technical abilities, energy level,
appearance, and the like before incurring the
costs of a face-to-face meeting.

Some errors in Interview
Halo Effect
Stereotyping
Projection/ Similar to me Effect