human resource
Techniques of Employee Selection & Recruitment
Chapter 3: Planning
Muhammet Sait Dinc Muhammet.Dinc@aum.edu.kw
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection: Measurement, external, internal
Employment: Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
3-4
Chapter Outline
3-6
Learning Objectives for This Chapter
• Recognize external influences that will shape the planning process
• Understand how strategic plans integrate with staffing plans
• Become familiar with statistical and judgmental techniques for forecasting HR requirements and availabilities
• Know the similarities and differences between replacement and succession planning
• Understand the advantages and disadvantages of core workforce, flexible workforce, and outsourcing strategies for different groups of employees
• Learn how to incorporate diversity into the planning process
• Recognize the fundamental components of an affirmative action plan
Video & Discussion
• https://www.youtube.com/watch?v=i9tkG5GswIY
Ex. 3.1: Examples of External Influences on Staffing
3-9
Labor Markets: Demand for Labor
• Employment patterns • Demand for labor is a derived demand
• Job growth projections
• Employment growth projections
• KSAOs sought • KSAO requirements
• Education levels
• Survey of skill deficiencies
• Critically required skills
3-10
Labor Markets: Supply of Labor
• Trends in supply of labor • Quantity of labor - Exh. 3.2: Labor Force Statistics
• Labor force trends relevant to staffing • Growth
• KSAOs
• Demographics
• Other trends ???
• KSAOs available • Educational attainment
• Literacy
• Motivation
3-11
Labor Markets: Other Issues
• Labor shortages and surpluses • “Tight” labor markets
• “Loose” labor markets
• Employment arrangements • Full-time vs. part-time
• Regular or shift work
• Alternative employment arrangements • Exh. 3.4: Usage of Alternative Employment Arrangements and Contingent Workers
3-12
Technology
• Reduces demands for some jobs • Replacement for labor
• Makes products or services obsolete
• Increases demands for others • Change in market composition
• New product development
• Changes in required skills
3-13
Labor Unions
• Trends in union membership • Percentage of labor force unionized
• Private sector unionization rate
• Public sector unionization rate
• Contract clauses affecting staffing
• Impacts on staffing • “Spillover effects”
3-14
Labor Unions: Contract Clauses Affecting Staffing
• Management rights
• Jobs and job structure
• External staffing
• Internal staffing • Job posting
• Lines of movement
• Seniority
• Grievance procedure
• Guarantees against discrimination
3-15
Overview: Human Resource Planning
•Process and Example
•Initial Decisions
•Forecasting HR Requirements
•Forecasting HR Availabilities
•Reconciliation and Gaps
Ex. 3.5: The Basic Elements of Human Resource Planning
Ex. 3.6: The Basic Elements of Human Resource Planning
3-18
Staffing Planning Process
• Staffing objectives • Quantitative objectives
• Qualitative objectives
• Generate alternative staffing activities • Staffing alternatives to deal with employee shortages and surpluses
Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages
Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses
Exhibit 3.15 Internal Versus External Staffing
3-21
Thank you