Human Resources Planning and Recruitment. The major challenges of HRM all center on the idea that organizations increasingly compete on the basis of the talents and capabilities of their employees. In this chapter we focus on meeting these needs through effective human resources planning.
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The major challenges of HRM all center on the idea that organizations
increasingly compete on the basis of the talents and capabilities of their
employees. In this chapter we focus on meeting these needs through effective human resources planning.
Human Resource Planning
Human Resources Planning (HRP) is the process of anticipating and making
provisions for the movement of people into, within, and out of an organization.
Consider these facts about the U.S. labor force:
HRP and Strategic Planning
Linking the Planning Processes (step 1)
Through strategic planning, organizations set major objectives and develop comprehensive plans to achieve those objectives.
Mapping an Organization’s Human Capital Architecture (figure 4.2) (step 2)
Ensuring Fit and Flexibility (step 3)
The third primary way that HRP and strategic planning are connected is in aligning the policies, programs, and practices in HR with the requirements of an organization’s strategy. HR policies and practices needs to achieve two types to fit:
HRP and Environment Scanning
Environmental scanning is the systematic monitoring of the major external forces
influencing the organization.
Some of these economic factors are:
By scanning the environment for changes that will likely affect an organization, managers
can anticipate their impact and make adjustments early.
Elements of Effective HRP
Managers follow a systematic process, or model, when undertaking HRP. The three
key elements of the process are: forecasting the demand for labor, performing a supply analysis, and balancing supply and demand considerations.
ForecastingDemand for Employees
A key component of HRP is forecasting the number and type of people needed to meet
organizational objectives. A variety of organizational factors, including competitive
strategy, technology, structure, and productivity, can influence the demand for labor.
Forecasting is frequently more an art than a science, providing inexact approximations,
rather than absolute results.
•There are two approaches to HR forecasting: quantitative and qualitative.
> Quantitative Approaches
Quantitative approaches to forecasting involve the use of statistical or mathematical techniques; they are the approaches used by theoreticians and professional planners. One example is trend analysis, which forecasts employment requirements on the basis of some organizational index and is one of the most commonly used approaches for projecting HR demand.
> Qualitative Approaches
Management forecasts are the opinions (judgments) of supervisors, department managers, experts, or other knowledge about the organization’s future employment needs.
Forecasting Supply of Employees
Once an organization has forecasts its future requirements for employees, it must
then determine if there are sufficient numbers and types of employees available to
staff anticipated openings.
Internal Labor Supply
An internal labor analysis may begin with the preparation of staffing tables.
External Labor Supply
Balancing Supply and Demand Considerations
Recruiting Within the Organization
Recruitment is the process of locating potential applicants and encouraging them to apply for existing job opening.
Advantages of Recruiting from Within
The Labor Market
Outside Sources of Recruitment
Unsolicited Applications And Resumes
Executive Search Firms
Public Employment Agencies
Private Employment Agencies
Temporary Help Agencies
Diversity Management: Recruiting Protected Classes
Recruitment of Women
Recruitment of Minorities
Recruitment of the Disabled