HUMAN RESOURCE PLANNING, RECRUITMENT, SELECTION AND PLACEMENT

Human Resource Planning

The process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives

a vital organizational element for maintaining a competitive advantage and reducing employee turnover

5 STEPS IN HUMAN RESOURCE PLANNING

1. DETERMINING THE WORKLOAD 2. STUDY OF JOBS IN THE COMPANY 3. FORECASTING HUMAN RESOURCE

NEEDS 4. INVENTORY OF MANPOWER 5. IMPROVEMENT PLAN

5 STEPS IN HUMAN RESOURCE PLANNING

1. DETERMINING THE WORKLOAD The kind and magnitude of the workload

determines: The organizational structureNumber of employees neededQuality of employees needed

Factors in determining:Business development & assumptions

Corporate planningEconomic forecastsChanges in plans and productsNew product linesMergers and consolidationOther trends

2. STUDY OF JOBS IN THE COMPANY Job description Job specification

3. FORECASTING HUMAN RESOUCE NEEDS How many specialist, professionals or

executives are needed? What is the level of each? What kind of specialization should each

have? What other production personnel are

necessary and how many for each category?

DELPHI TECHNIQUE Collecting opinions of experts in the field of

interestQuestionnaires are sent to group of experts who are anonymous to each other to obtain information

Present graphic diagram of factors presumed to affect the net demand for personnel.

4. INVENTORY (AUDIT) OF MANPOWER Assess the following:

SkillsCareer aspirationsStrengthsWeaknessesPotentialsPromotability

Filling of positions Promotion Transfer Assignment of qualified personnel

Results: Just have enough manpower Excess in the number of available manpower

but lack skills required Insufficient number of available manpower and

their skills are also inadequate to meet the needs of the work inputs.

5. IMPROVEMENT PLAN Implementing and improving of the plan to

meet the objectives of the corporation/department

SHORTFALL REMEDY

Number of personnelRecruit inside/outside of

the organization

Skills of present employees

Increase skill through trainings and

development programs

Reason for Proper Selection of Employees

Proper Selection of workers will help the company to achieve the company objectives

incompetent worker is a liability to the company personnel requirement vary from job to job people have varying degrees of intelligence, aptitude

and abilities. not all individuals have the same interest, goals and

objective in life. careless hiring is costly and can cause problems to the

company, especially to the supervisor and managers who have to deal with workers.

Labor laws protect employees making it difficult to fire incompetent and problem employees

Reason why an incompetent worker is a liability to the company?

long job training closer supervision low quality of output reason for the decline of customer

Difficulty in firing incompetent and problem employees

The labor code of Philippine protect employees from arbitrary termination. Hiring an employee establishes long term relation with the worker.

Things to consider when firing1. Think thing through2. Is the firing for a valid reason?3. Don’t get personal4. Create a papertrail if the employees performance reviews5. Keep information confidential6. Consider all legal requirement you must comply and not

to fail to fulfill them7. Arrange for any necessary parties to be present at the

meeting8. Be frank with your reasons for firing the employee

Responsibility for recruitment, selection and hiring of employees

For small enterprise-the owner or the superintendent or the manager is responsible for recruiting, selecting and hiring employees.-relies on the appearance, impression during the interview and the way the applicant talks.-there are times that the supervisor or the department head does the hiring himself. For large enterprise- in large enterprises, they assign the job of selecting and hiring employees to an employment office or personnel staff who assist the line supervisor in this task. - they rely on well established procedures.

Selection by Individual Supervisor-Supervisor has the tendency to hire the first satisfactory applicant.-Supervisor who does his own recruiting and hiring limits his field of selection. Usually to applicants recommended to him or who directly applies.-Centralization of Personnel Selection and Hiring-Screening and hiring process should be centralized for the hiring policies to be consistent and efficient.-Screening is done by personnel department and the final decision is to be made by the supervisor or the manager.-Hiring consultants is the practice of the forward looking firms in Philippine (for supervisory and managerial positions).-Companies specifies the job description to be filled and the desired qualifications of the worker as indicated in the job description and specification.

Installing a program for recruitment, selection and hiring

1. Recognition of the need by management2. Selling the program3. Communicating the program4. Responsibility for recruitment, selection, and

hiring5. Forms and records6. Labor code of the Philippines7. Selection of the employees from within or outside

the company8. Job analysis, job description, and specification9. Employment test and interview

Installing a program for recruitment, selection and hiring

10. Checking of reference, police records and clearance11. Prior registration with the SSS for SSS number,

Medicare and BIR for assignment of TIN or taxpayer identification number

12. Physical examination13. introducing, inducting, and orienting the new

employee to his job and the company14. Probationary period of new employees15. Compensation and fringe benefits of the new employee16. Performance follow up17. Periodic check up of the program18. Validation studies

Procedures in recruitment, selection and hiring

1. Study the different jobs in the company; write job description and specification

2. Requisition for a new employee3. Recruit qualified applicants4. Sight screen applicants5. Have application form filled out6. Select those who will undergo training

Employment Tests Often Used in Choosing Applicants

Mental Alertness TestAlso known as intelligence tests or cognitive tests, verbal & personal testsMeasures the person’s ability to quickly learn jobs which involve memory, reasoning, abstracting, analyzing, solving problems, as well as reading comprehension

Sample Questions

1. Johnny’s mother had three children. The first child was named April. The second child was named May. What was the third child’s name?

2. A clerk at a butcher shop stands five feet ten inches tall and wears size 13 sneakers. What does he weigh?

3. If you were running a race and you passed the person in 2nd place, what place would you be in now?

Clerical Aptitude TestsMeasures the individual’s speed and accuracy in dealing with similarities & clerical relationships e. g. numbers and the names of persons and placesTypical clerical tasks – checking the accuracy of a copy, alphabetical filling, spelling, simple computations

• NUMBER CHECKING

Directions: Count the number of identical pairs of numbers in each group and write the number of such pairs on the separate answer sheet.

9927382 - 9927382

15672839 - 15672839

3678892 - 3678902

87263543 - 87263543

5572867 - 5572867

• FILING

• 1. Richard L. Allen would be filed between:

• A. Robert Allen and Stephen Allen

• B. Paul Allan and Thomas Allan

• C. Rex Allen and Richard M. Allen

• D. Peter Allen and Rich Allen

• E. Rick Allen and Ronald Allen

Shop Arithmetic Tests• Measures how well an individual can

work out mathematical problems that come up frequently in the shop

• Questions would require understanding of drawings, reasoning out problems correctly, and doing accurate arithmetical computations

Example Shop Arithmetic Question

The sketch shows a component which is stamped out of sheet steel. The square in the center is discarded. These components are stamped out of a continuous steel coil with a width of 70 cms. The stamping process requires a gap of 25mm between each component. The steel coil is supplied in lengths of 25 meters costing $200.

1)What is the approximate area of the remaining shape in square centimetres?

A. 1938B.1855C.1926D.1880E.1760

Mechanical Aptitude tests• These measure mechanical abilities or

skills, either natural or acquired• Occupations such as those of carpenters,

mechanics, & assemblers require the kind of understanding these tests measure.

• Example 1:

• How much force must we exert in order to lift the weight? The formula used to calculate levers is as follows: Wx D1 = F x D2

• W = Weight

• D1 = Distance from fulcrum to weight

• F= Force required

• D2= Distance from fulcrum to force point

• a) 127.47

• b) 147.27

• c) 152.39

• d) 176.56

Space Relation TestsMeasures the ability to visualize a constructed object from a picture or a pattern, if rotated in various ways.Evaluates the ability to manipulate things mentally to create a structure in one’s mind from a planOccupations such as architecture, drafting, mechanical designing, dress designing, interior designers require these test

Proficiency, Trade, or Achievement TestsMeasure the individual’s proficiency on the job or trade in which he has had prior experienceThese tests measure job skills through work sample tests; e.g. typing, shorthand, bookkeeping.

Vocational Interest Tests• Designed to discover the patterns of

employee interest and thus suggest what type of work may be satisfying to the individual.

• More useful in predicting job stability than levels of success

REALISTIC

Rate the level of interest you think you have for each area listed below from 0 (very little interest) to 9 (a high level of interest). Don't worry about your skill level. Just consider how much you enjoy each activity.

___Participate in athletic activities___Spend time working outdoors___Use your hands and tools to build

something___Operate machinery to manufacture

a product___Take care of animals___Help plants grow and stay healthy

ARTISTIC

Rate the level of interest you think you have for each area listed below from 0 (very little interest) to 9 (a high level of interest). Don't worry about your skill level. Just consider how much you enjoy each activity.

___Design a new picture, flyer, or poster___Generate innovative ideas and

solutions to a problem___Perform in a drama production___Write a creative story or essay___Play a musical instrument___Express your emotions freely and

openly

Dexterity and Manipulation Tests

• These tests are given to applicants for jobs requiring manual skills, especially the use of fingers

• commonly used in the evaluation of occupational fitness, disability evaluation and in rehabilitation.

Personality Tests• Used in measuring personality

characteristics which are considered to be the basis of success in the job, particularly for supervisory and managerial positions.

• Determines the emotional maturity of the individual, his or her ability to withstand stress, and to gain respect and cooperation

Two Types of personality test• 1. Personality Inventories• -similar w/ interest tests, designed for

use in personal and vocational counseling

• 2. Projective tests• Candidate is asked to project is own

interpretation of a certain standard stimulus situations depending upon his own personality impression, values and motives

Assessment

Validity Tests• Degree of validity may be determined by

the relationship between test scores and actual placement in the job of the persons who took the tests for those jobs.

• A test is valid if it can predict the success or failure of a person in the job.

7. Check the applicant’s work experiences, school records, and personal references

-through telephone calls, letters of inquiry or sending information forms to the applicant’s former employers, teachers or individual references

• 8. Interview

Objectives of the interview are:1. To find out how well-qualified the

applicant is for vacancy2. To give the applicant the information he

needs to decide whether or not he will take the job if offered to him

3. To create goodwill for the company

Before interview, the interviewer must know the ff:

Before interview, the interviewer must know the job and essential qualifications:

1. What kind of employee he wants 2. He must know the nature of the job to

be filled.

TYPES OF INTERVIEW

Directive Indirective or Non-directiveGroupTeam method

Directive Interview

• Planned interview• Questions are asked in order• Questions to be asked about the candidate

is decided in advance to obtain the needed information– Background– Habits– Character traits• Predicts a persons performance on the job

• Most common interview

ADVANTAGES• Uniform procedure• Time saving• Reduces bias by the use of printed

questionsDISADVANTAGES• Constant note-taking which can disturb

the applicant and make him cautious• Questions are stereotyped- losses

flexibility and spontaneity• Interviewer pays more attention to the

question rather than the interviewee

Non-Directive Interview

• Not planned, more flexible, more relaxed• Broad, open-ended and required a

narrative answer• Candidates are expected to express their

interest and experience• Questions:

– Tell me about...– How do you like...– Why did you...

Group Interview

Conducted by a panel or committee of 3-5 interviewers

Conducted for applicants for supervisory or higher position

Ask questions about candidates on different aspects and gives marks to each candidates

Each member rates the candidate and collects it for the final decision

Team Method

A team of three interviewers may interview applicants separately and then compare notes afterward

The team may use different types of questions to get the information that they want to emphasize.

Criteria of the interviewer

• EMOTIONAL MATURITY• DEPENDABILITY

– PUNCTUALITY– FAITHFULNESS

• SELF-CONFIDENCE• ATTITUDE TOWARD JOBS• CREATIVENESS• ATTITUDE TOWARD OTHER PEOPLE• VALUE SYSTEM• CRITICAL ATTITUDE

Informing the Applicant about the Job & Working Conditions

The applicant is given information about the requirements of the job: Duties Responsibilities

The interviewer observes the applicants traits & reactions

Creating Goodwill for the Company

• The interview gives the applicant a chance to learn about the basic facts of the job and the company.

• The applicant can:– Assess the work assign to him– Decided if its the job for him

• Interview: first personal contact between him and the company

• Develop mutual understanding, confidence & good-will

Dangers Signals

Stability on the job Job-hopping or frequent changing of jobs Bad habits His associates or gangs Financial habits Environmental factors, external pressures,

family or personal problems, relationships. Absenteeism, accidents Tardiness Physical handicaps

Final Selection for Employment Three decisions are:

-Management’s decision-Applicant’s decision-Supervisor’s decision

Rule of Three:-selecting the three best qualified,

determined by the employment officer.-Supervisor interviews the three and

selects the final choice.

Some findings in common hiring decisions, provided by Empirical Studies.

Physical attractiveness, use of perfumes. Age of applicants, older applicants

preferred. Positive non-verbal cues First one interviewed sets the standard,

later interviewees are favoured more. Letters of reference evokes positive

rating.

Cherrington’s suggestions on principles of selection

Past behavior predict future behavior Organization should collect more reliable

and valid data to select the best applicants.

Have applicants undertake physical examinations and secure security clearances

Selected applicant is required to pass a physical examination.

May be referred to a company physician, in the case of small companies, or submit a certification from a private physician. In large companies, they usually have local health departments.

In addition, Police and NBI clearances are necessary to protect companies against potential or confirmed applicants with criminal records.

Hire the chosen candidate After passing all selection requirements, he/she is finally sent to

the personnel department. Hiring papers indicate conditions in employing, whether

probationary, temporary, contractual, etc. Terms and conditions such as salary, promotion, vacation and sick leave, etc. are also included. If not regular, period of employment, specific project, and termination date are required.

Company official responsible for confirming appointments makes final approval.

Employment contract is signed, to signify acceptance. Permanent personnel records are accomplished. The payroll section and the department where the new employee

will work are notified of his having been hired. After the paper requirements, the new employee is ready to

undergo orientation in the company.

Follow-Up on Placement

When the new employee is placed on the job, his work should be followed up to ensure that his progress is not being hampered by certain problems affecting him/her.

Check also measures effectiveness of the selection and placement procedure.

Problems of the new employee should be known so he may be helped.

An employee who is unhappy is a potential source of inefficiency, and other serious problems.

Further evaluation and check-up is needed. Final appraisal may be made before deciding whether or

not to change the employee’s status from probationary or temporary to regular.