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Personnel Planning & Recruiting
Acknowledgement
In the name of ALMIGHTY ALLAH , who is the Creator of creators, The most Beneficent and
Merciful.
First of all we thank to ALLAH who Created man from clot and who taught man to read and write
and His HOLY PROPHET MUHAMMAD (P.B.U.H) whose blessings remained with us on
every turn of life and enabled us to achieve our ambitions and goals in every stage.
Secondly we are grateful to our honorable PROF. RAFFAT IQBAL whose sincere efforts and
guidance remained with us in every aspect of our course and project which encouraged us to
complete this project of PERSONNEL PLANNING AND RECRUITING in a best possible
manner. This is a person who appreciates our team work on every level in making the project by
giving solid advices and also his unconventional and friendly style of teaching made the subject
very interesting and understandable. We all are thankful to our respected Sir.
Thirdly we are very thankful to the Employees of Human Resource Department and Marketing
Department of SHAUKAT KHANUM MEMORIAL CANCER HOSPITAL & RESEARCH
CENTRE who co-operate us all the time when we needed.
Finally we are humble and thankful to prayers affection and complete help of our parents who are
blessings of Allah for us in this world.
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Table of Contents
Introduction .4Performing Employment Planning ..6
Hiring the Employees...........6
Sources for the candidates ...7
Forecasting Personnel Needs ...8
Determining Employees Qualification 8
Record of Employees ...9Promotion or Position on top level ..9
Tracking the Qualification9
Updating the Employees Information 10
People who enter the Information ..........10
Employment Process .........11
Securing the data ...11
Database Management .......12
Advantages/Disadvantages of Forecasting Inside Candidates ..12
Recruiting complexities .........13
Factors of recruiting ...13
Types of recruiting .........14
Essential Line and Staff Co-operation ...15
Measuring the Recruiting ..15
Measuring the Recruiting Sources .........16
Recruiting Yield Pyramid ..16
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Hiring of Internal Candidates 17
Rehire the Candidates 17
Succession Planning ..18
Role of HRIS in Succession Planning ...18
Recruit Outside Candidate .19
Applicant Tracking System ...19
Advertisement 20
Media Selection .20
Best Medium for Advertisement ...20
Constructing the Ad ...21
Agencies for Recruitment ..21
Usage of Agencies .22
Recruiting through Agencies .22
Hire Temporary Worker 22
Temporary Agencies ..23
Executive Recruiters ..23
On Demand Recruiting Services24
College Recruiting .24
Referral and Walk-Inn ...25
Best Recruiting System .25
Recruiting a more Diverse Workforce ...26
GAP ...28
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Recommendation29
SHAUKAT KHANUM MEMORIAL
CANCER HOSPITAL & RESEARCH CENTRE
Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH&RC) is a state-of-the-
art cancer centre located in Lahore, Pakistan. It is a project of the Shaukat Khanum Memorial Trust,
which is a charitable organization established under the Societies Registration Act XXI of 1860 of
Pakistan. The institution is the brainchild of Pakistani cricket superstar, Imran Khan. The
inspiration came after the death of his mother, Mrs. Shaukat Khanum, from cancer
Designing and execution of the master plan was overseen by Dr. Nausherwan K Burki MB, PhD,
FRCP, FCPS, FCCP, of the University of Kentucky Medical Center, Lexington, Kentucky, USA in
collaboration with an international team of cancer physicians and research workers. Designing and
architectural services were provided by Aerosmith, Judd & Rapp, and Architects in Health Planning
of Louisville, Kentucky, USA. Architectural details were handled by Messrs. Nayyar Ali Dada &
Associates of Lahore. Local engineering was performed by Messrs. Progressive Consultants,
Lahore. Ground was broken in April 1991 and the hospital opened its doors on December 29, 1994.
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Over the past decade, Shaukat Khanum Memorial Cancer Hospital & Research Centre has
established itself as a centre of excellence providing comprehensive care free of cost to thousands
of indigent cancer patients. This pioneering, state-of-the-art hospital located in the heart of the
Punjab was founded by Imran Khan, one of Pakistan's most illustrious cricketers. As a charitable
institute, it is funded predominantly from the donations of friends and well-wishers from around the
country and across the world.
SOURCES OF FUNDS - PHASE IDonations 67%Credit and Loans 33%
EXPENSES - PHASE IExpenses Pak Rupees US$ Land and
Building
231,000,000
Medical
Equipment
314,000,000
Ancillary
Equipment
132,000,000
Total 677,000,000 22,200,000
The miracle of Shaukat Khanum Memorial Cancer Hospital & Research Centre does not just lie in
its creation but the fact that it has been providing free treatment facilities to over 70% of its patients
since over a decade now. The institution has spent over Rs. 6 billion (US $ 100 million) in
supporting the treatment of thousands of indigent cancer patients. This has only been possible dueto generous donors and well-wishers who have supported the cause over the years. Let us trace
back the footsteps of history in an attempt to cover the times, events and people who have brought
this Hospital to where it stands today.
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Performing Employment Planning:
The recruitment and selection process starts with employment or personnel
planning. This is the process of deciding what positions the firm will have to fill,
and how to fill them. Personnel planning embrace all future positions, from
maintenance clerk to CEO. However, most firms call the process of deciding
how to fill executive jobs succession planning.
Employment planning should flow from the firms strategic plans. Plans toenter new businesses, build new plants, or reduce costs all influence the types
of positions the firm will need to fill (or open).
They are performing employment planning through annual budgeting meeting
in which they decide the whole activity like how much employee they need and
much they will fire in the coming year. Their employment planning also
depends upon the workflow, their equipments, and man power as well.
Hiring the Employees (Within or from Outside the
Organization):
Each option produces its own set of personnel plans. Current employees may
require training, development, and coaching. Going outside requires deciding
what recruiting sources to use, among other things.
They are hiring the employees both, within or outside the organization buttheir first preference is internal recruiting, and if they feel any need, then they
go for external.
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(Note: Standard is in the red font and the interview is in
the blue font)
Sources of Candidates:
Internal Sources of Candidates:
1. Job posting
2. Rehiring
3. Succession planning
Outside Sources of Candidates:
1. Recruiting via internet
2. Advertising
3. Employment agencies
4. Temporary agencies and alternative staffing
5. Off shoring/outsourcing white-collar and other jobs
6. Executive recruiters
7. On demand recruiting services
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8. College recruiting
9. Referrals and walk-ins
Internal Sources of Candidates:
1. Intranet (on process)
2. Notice Board
Outside Source of Candidates:
1. Newspapers
2. SKM site ( www.shaukatkhanum.org.pk )
Forecasting Personnel Needs:
Managers should consider several factors when forecasting personnel needs
the usual process is to forecast revenues and then, from that, estimate the size
of the staff require to achieve this sales volume. Managers use several simple
tools for projecting personnel needs, as follows:
Trend Analysis:
Study of a firms past employment needs over a period of years to predict
future needs. The purpose is to identify trend that might continue into the
future.
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Ratio Analysis:
A forecasting techniques for determining future staff needs by using ratios
between, for example, sales volume and number of employees needed.
Scatter Plot:
A graphical method use to help identify the relationship between two variables.
They are using computers to forecast personnel requirement and also by using
their past experience.
Determining Employee Qualification:
Qualifications inventories are used to contain data onemployees performance records, educational
background, and promotability. Whether manual or
computerized, these help managers determine
which employees are available for promotion or transfer.
It depends on the job position that which qualification
is required for which job because there are many jobs
in different departments in the organization and they usually use Job
Description and Job Specification for determining the current employee
qualification.
Record of Employees:
Department managers or owners of smaller firms may still use several simple
manual devices to track employee qualifications. A personnel inventory and
development record form compiles qualifications information on each
employee. The information includes education, company-sponsored courses
taken, career and development interests, languages, desired assignments, and
skills.
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They take the record in both forms:
Hard copy (CVs, background records, interview and training)
Soft Copy (Internal softwares and HRIS)
Promotion or Position on Top Level:
Personnel replacement charts are used particularly for the firms top positions.
They show the present performance and promotability for each positions
potential replacement. As an alternative, you can develop a position
replacement card. Here, create a card for each position, showing possible
replacements as well as their present performance, promotion potential, and
training.
They decide by the given goals to a person and their performance appraisal, as
well as their past experience. When a manager needs a person for a position
he or she describes the positions specifications (for instance, in terms of
education, experience and skills) after scanning its database, the system
produces the list of the candidates.
Track the Qualification:
Computerized information system is used to track the qualification of hundreds
or thousands of employees.
They are using hard copy to track the qualifications of hundreds or thousands
of employees.
Update the Employees Information:
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Most firms use computerize system to update all the information, using various
packaged software systems which automatically update based on his or her
annual performance appraisal, or training.
They use the computerized system to update all the information, which isbased on performance appraisal or training.
People who enter the Information:
The employees, their supervisors, and/or human resources professionals enters
information about the employees background, experience, and skills, usually
via the company intranet.
The people in the department of HR training and development enter the
information about employees background, experience and skills.
Employment Process:
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The whole process is given below:
The process is given below:
1. Employment planning and forecasting
2. Build a pool of candidate
3. Complete the application forms
4. Screening the applicants
5. Interview
Secure the Data:
The employees should secure the data in the firms personnel data banks.
First, there is a lot of information in most databanks, often of a personal
nature. Second, internet/intranet access means it is relatively easy to access
these data. Third, legislation gives employees rights regarding who has access
information about them.
They secure the data in hard form (in the record rooms and data banks) and
access of logins but they have limited accessibility.
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Database Management:
Matrices in the database management system define the right of the users(specified by names, ranks, or functional identification) to various kind of
access (such as read only or write only) to each database elements.
They are using their knowledge and Oracle software to manage the data base.
Advantages/Disadvantages of Forecasting Inside
Candidates:
Advantages :
Foreknowledge of candidates strengths and
weaknesses
More accurate view of candidates skills
Candidates have a stronger commitment to the
company
Increases employee morale
Less training and orientation required
Disadvantages:
Failed applicants become discontented
Time wasted interviewing inside candidates who will not be considered
Inbreeding of the status quo
Advantages:
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Better assessment of abilities
Lower cost for some job
Have to hire only at entry level
Disadvantages:
Inbreeding
Require strong management
Recruiting Complexities:
Recruiting does not just involve placing ads or calling employment agencies.
There are several things that make it more complex.
First, recruitment efforts should make sense in terms of the companys
strategic plans.
Second, well see that some recruiting methods are superior to others,
depending on the type of the job you are recruiting for.
Third, the success you have recruiting depends greatly on non-
recruitment issues and policies.
Fourth, its useless to waste time on applicants who have no real interest
in the job.
Fifth, the firms image affects its recruiting results.
Position limitation complexity is being faced by the company.
Factors of Recruiting:
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External factors affecting recruiting:
Looming undersupply of workers
Lessening of the trend in outsourcing of jobs
Increasingly fewer qualified candidates
Internal factors affecting recruiting:
The consistency of the firms recruitment efforts with its strategic goals
The available resources, types of jobs to be recruited and choice of
recruiting methods
Non recruitment HR issues and policies
Line and staff coordination and cooperation
There are some factors that make recruiting effective which are given
below:
1. Management of CVs
2. Data base bank for potential employee
3. Low turnover
4. Minimum placement
5. Culture and environment
Types of Recruiting:
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Large firms in particular, must decide if they will conduct all their recruiting
company-wide from a central recruitment office, or decentralize recruiting to
the firms various offices.
There are advantages to centralized recruitment. First, doing so makes iteasier to apply the companys strategic priorities.
Recruiting centrally has other advantages:
It reduces duplication (having several recruitment offices instead of one)
Makes it easier to spread the cost of new technologies (such as internet
based recruitment and pre-screening solutions) over more departments.
Builds a team of recruitment experts
And makes it easier to identify why recruitment efforts are going fine (or
badly)
On the other hand, if the firms division is autonomous, or their recruitment
needs are varied, it may be more sensible to decentralize the recruitment
function.
Types of recruiting:
1. Centralized
2. Decentralized
3. Both (depends upon deptt.)
Essential Line and Staff Co-operation:
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The human resources professional charged with recruiting for a vacant job is
seldom responsible for supervising its performance. He/she must know exactly
what the job entails. This means speaking with the supervisor. In addition to
needing to know exactly what the job entails and its job specifications), the
recruiter might want to know about the supervisors leadership style and about
the work.
He or she might also want to visit the work site, to review the job description
with the supervisor to ensure that the job hasnt changed, and to obtain any
additional insight into the skills and talents the new worker will need. Line and
staff coordination is therefore essential.
It is very essential for them and tries to minimize the issues of theorganization.
Measuring the Recruitment:
In terms of what to measure means how many applicants did we generate
through each of our recruitment sources? this makes sense. If more
applicants are generated than there are positions to fill, the firm can be more
selective.
The problem is that more is not always better. The employer needs qualified,
hirable applicants, not just applicants. An internet ad may generate thousands
of applicants, many from so far away that there is no chance they are viable.
Even with computerized prescreening and tracking software there are still
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costs involved in managing applicants pools: more applicants to correspond
with and screen, for instance. Furthermore, more applicants may not mean
selectivity. Realistically, the manager looking to hire five engineers probably
wont be twice as selective with 20,000 applicants as with 10,000. So, it is not
just quantity but quality.
They use job analysis process and research centre to measure the recruiting
either it is effective or not.
Measuring the Recruiting Sources:
One way is to assess applicants from each source using simple prescreening
selection devices. Having the quality of each recruitment source, the employermay then want to redirect recruiting dollars from sources that produce more
applicants but lower-quality ones to sources that produce fewer that better
candidates.
They are measuring the effectiveness of the recruitment by the following
methods:
Screening Ratios
Behavioral Measures
Performance Measures
Recruiting Yield Pyramid:
The historical arithmetic relationships between recruitment leads and invitees,
invitees and interviews, interviews and offers made, and offers made and
offers accepted.
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It depends on head of department and on job as well. They have expert for
recruiting who take the record of best 3 candidates. Example: They are
recruiting 10 people for 1 position.
Hiring of Internal Candidates:
To be effective promotion from within require using job posting, personnel
records and skills banks. Job Posting means publicizing the open job to the
employees (usually by literally posting it on company intranets or bulletin
boards). These lists the jobs attributes, like qualifications, supervisor, work
schedule and pay rate.
Qualification inventory tools such as computerized skills banks also pay a role.
Thus, perusing the skill bank database may reveal person who have potential
for further training or who have the right background for the open job .
They are using job posting, publicizing an open job to the employees and
listing its attributes.
Rehire the Candidates:
It depends. On the plus side, Formal employees are known quantitative and are
already familiar with the companys culture, style and ways of doing things.
Employees who were let go may return with less than positive attitudes. Hiring
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formal employees who resigned back into better position may signal current
employees that the best way to get ahead is to leave the firm.
In any event, there are several ways to reduce the chance of adverse
reactions. After rehired employees have been back on the job for a certainperiod, credit them with the years of service they had accumulated before they
left. In addition, inquire (before rehiring them) about what they did during the
layoff and how they feel about returning to the firm:you dont want someone
coming back who feels they have been mistreated, said one manager.
They use internet like sending mails and also use letters to rehire the people
who resign and layoff but do not take the people who are terminated from the
organization.
Succession Planning:
Forecasting the availability of inside executive candidates is particularly
important in succession planning-the ongoing process of systematically
identifying, assessing, and developing organizational leadership to enhance
performance. Succession planning entails three steps: identifying and
analyzing key jobs, creating and assessing candidates, and selecting those who
will fill the key positions.
First, based on the firms strategic goals, top management and the HR director
identify what the companys future key position needs will be, and formulate
job descriptions and specifications for them. After identifying future key
position needs, management turns to the job of creating and assessing
candidates for these jobs.
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Creating means identifying potential internal and external candidates for
future key positions, and then providing them with the developmental
experiences they require to be viable candidates when its time to fill the
positions. Organizations develop high-potential employees through a variety of
means. Most use internal training and cross-functional experiences; they also
use job rotation, external training, and global/regional assignments.
Finally, succession planning requires assessing these candidates and selecting
those who will actually fill the key positions
They are using grading structure that is approved from the head of the
department for performing succession planning.
Role of HRIS in Succession Planning:
More large employers rely on software to facilitate the succession planning
process.
They are using HRIS for checking the eligibility and grades in succession
planning.
Recruit Outside Candidate:
Recruiting via internet, advertising, Employment agencies, Temp Agencies and
Alternative Staffing, Off Shoring/Outsourcing White Collar and other jobs,
Executive recruiters, college recruiting, On Demand recruiting Services,
referrals and Walk-Ins
External Recruiting Advantages:
Brings new talent, new ideas into a company
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Enables recruiter to find out about competing companies
Reinforces positive aspects of a company
Avoids politics of internal recruiting
Serves as a form of advertising
External Recruiting Disadvantages:
Difficult to find a good fit with companys culture
May create morale problems if no opportunities for current staff
Orientation takes longer
Lowers productivity in the short run
Conflicts with internal and external recruits
They are recruiting the candidates from the outside by using CV, Data banking
and Advertising (Newspapers and internet)
Applicant Tracking System:
Applicant tracking systems are online systems that help employers attract,
gather, screen, compile, and manage applicants. They also provide several
services, including requisitions management, applicant data collection, and
reporting.
They are using applicant tracking system for attracting, gathering, screening,
compiling and managing for this.
Advertisement:
Designing effective internet ads and systems is important. Some estimates
that employers have only about four minutes before online applicants will turn
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their attention elsewhere. Employers are therefore making it easy to use their
Web sites to hunt for jobs. The best Web ads dont just transpose your
newspaper ads to Web.
They are using just SKM website ( www.shaukatkhanum.org.pk ) for any type of advertisement and this site itself scan the CVs according to the position and
job requirement .
Media Selection:
The Media: Selection of the best medium depends on the positions for which
the firm is recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Marketing programs
They are only using the www.shaukatkhanum.org.pk website for any type of
advertisement.
Best Medium for Advertisement:
Selection of the best medium depends on the position for which the firm is
recruiting. Like for the lower level we use local newspaper and specific labor
market, and for the specialized employees we use trade and professional
journals.
It depends on the position, for which position we are recruiting either it is for
director of and department or for officer level.
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Constructing the Ad:Experienced advertisers use a four point guide labeled AIDA to construct ads.
Attention: Attract attention to the ad
Interest: Develop interest in the job
Desire: Create desire by spotlighting the jobs interest factors with
words
Action: The ad should prompt action
Wording related to the job and creates a positive impression of the firm.
They just paste the ad on their website.
Agencies for Recruitment:
There are three types of agencies:
Public Agencies
Non profitable Agencies
Privately agencies
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Public Agencies: State owned and funded, important source of workers
and operated by the federal, state, or local governments
Non Profitable Agencies: Help candidates find jobs
Private Agencies: Important sources of clerical, white collar, and
managerial personnel, Charge fee from employer
They are not concerning any agencies for recruiting.
Usage of Agencies:
No HR department held: firm lacks recruiting and screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reduce internal time devoted to recruiting.
They are not using any agencies for recruitment.
Recruiting through Agencies:
Provide the agency with accurate and complete job descriptions.
Make sure tests, application blanks, and interviews are part of the
agencys selection process.
Review candidates accepted or rejected by your firm or the agency for
effectiveness and fairness of agencys screening process.
Screen agency for effectiveness in filling positions.
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Supplement the agencys reference checking by checking the final
candidates references yourself.
They are not concerning to any agency.
Hire Temporary Worker:
Employers can hire temp workers either through direct
hire or through temporary staff agencies. Direct hiring
involves simply hiring workers and placing them on the
job. The employer usually pays these people directly, as
it does all its employees, but classifies them separate
from regular employees, as casual, seasonal, ortemporary employees, and often pays few if any
benefits.
They hire the temporary worker according to their needs and position.
Temporary Agencies:
In order to make temp relationship as fruitful as possible, managers
supervising temps should understand these employees` main concers. In onesurvey, six key concers emerged. They said they were:
Treated by employers in a dehumanizing, impersonal, and ultimately
discouraging way.
Insecure about their employment and pessimistic about the future.
Worried about lack of insurance and pension benefits.
Misled about their job assignment and in particular about weither
temporary assignments were likely to become full-time positions."Underemployed" (particularly those trying to return to the full-time
labor market).
They are not concerning to any agency.
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Executive Recruiters:
Executive recruiters (also called headhunter) are special employment agencies
retained by employers to seek out top-management talent for their clients. The
percentage of your firms position filled by these services might be small.However, these jobs include key executive and technical position. For
executive position, headhunters may be your only source of candidates. The
employer always pays the fees.
ADVANTAGES
Recruiters are often irreplaceable.
They have many contacts and are especially adept at contacting
qualified, currently employed candidates who aren`t actively looking tochange jobs.
they can also keep your firm`s name confidential until late into the
search process.
The recruiter can safe top management s time by advertising for the
position and screening what could turn out to be hundreds of applicants.
The recruiters fee might actually turn out to be insignificant compared
with the cost of the executive time saved.
There is no need of any executive recruiter in it.
On Demand Recruiting Services:
On demand recruiting services (ODRS) provide short-term specialized
recruiting assistance to support specific projects without the expense of
retaining traditional search firms. They are basically recruiters who get paid by
the hour or project, instead of a percentage fee. A traditional reciting firmmight charge 20 to 30% of each hires sailor, a prohibitive amount for a small
company. Then ODRS firm charge by time, rather than per hire. It handled
recruiting, analysis, and prescreening, and left the client with the short list of
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qualified candidates to put through the employers own internal screening
process.
There are not taking any kind of help from the recruiters.
College Recruiting:
College recruiting sending an employers representatives to college
campuses to prescreen applicants and create an applicant pool from the
graduating classis an important source of management trainees, promotable
candidates, and professional and technical employees. One study several years
ago concluded, for instance, the new college grads filled about 38% of all
externally filled jobs requiring a college degree.
The problem is that on dash campus recruiting is expensive and time-
consuming of done right. Schedules must be set well in advance, company
brochures printed, records of interviews kept, and much time spent on
campus. And recruiter themselves are sometimes ineffective, or worse. Some
recruiters are unprepared show little interact in the candidate, and act
superior. Many don t screen candidates effectively. Such experiences
underscore the need to train the recruiters in how to interview candidates, howto explain what the company has to offer, and how to put candidates as ease.
They are not using any college recruiting.
Referral and Walk-Inn:
Employee referral campaigns are an important recruiting option. The firm
post announcements of opening and request for referral on internet websites,
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bulletin, and/or wallboards. Prizes or cash rewards are offered on referrals that
lead the hiring.
The biggest advantage here and the reason why so many employers favor
this approachis that referrals tend to generate high-quality candidates.Current employees will usually provide accurate information about the job
applicants they are referring, especially since they are putting their own
reputation on the line. The new employees may also come with a more realistic
picture of what working in the firm is like. Referrals can also facilitate
diversifying your work force.
No walk-inn and referral and in some cases referral, is they are performing. It
depends on the department, and the online recruiting is best because itincreases the efficiency.
Best Recruiting System:
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Recruiting a more Diverse Workforce:
Recruiting a diverse workforce isnt just socially responsible: Its a necessity,
given globalization, the rapid increase in minority, older worker, and woman
candidates, and the 70% jobless rate among disables people. Doing so means
taking special steps to recruit people from these categories.
Single Parents:
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About two-third of all single parents are in the work force today; this group is
an important source of candidates. Attracting single parents brings with
understanding the problems they face in balancing work and family life.
Older Workers:
When it comes to hiring older workers, employers dont have much choice.
Over the next few years, the fastest-growing labor force segment will be those
from 45 to 64 years old.
Recruiting Minorities and Women:
Basically the same prescription that apply to recruiting to old workers, apply to
recruiting minorities and women.
Welfare to work:
The Federal Personal Responsibility and Welfare Reconciliation Act of 1996,
prompted many employers to implement welfare to work program for
attracting and assimilating former welfare recipients.
Disabled:
Developing resources and policies to recruit and integrate disable persons into
the workforce.
There are many Muslim and Christian nurses are serving the patients as well as
handicap people also look after the patients.
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For Example: Imran is a handicap person who is cured from the cancer
disease and now serving the patients.
GAPS
In standard the Personnel Replacement Charts and a Position
Replacement Card are used particularly for the firms top positions but
they decide by the given goals to a person and their performance
appraisal, as well as their past experience for the firms top position.
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Computerized information system is used to track the qualification of
hundreds or thousands of employees, but they are using hard copy to
track the qualifications of hundreds or thousands of employees.
Matrices are used for the database management system but they areusing their knowledge and Oracle software to manage the data base.
Recruiting via Internet, Advertising, Employment Agencies, Temp
Agencies and Alternative Staffing, Off Shoring/Outsourcing White Collar
and other jobs, Executive Recruiters, College Recruiting, On Demand
Recruiting Services, Referrals and Walk-Inns are used for the
Recruitment of Outside Candidates but they are recruiting the
candidates from the outside by using Advertising (Newspapers) and theirown website (shaukatkhanum.org.pk)
Newspapers (local and specific labor markets), trade and professional
journals, internet job sites, marketing programs are used for
advertisements but they are only using the www.shaukatkhanum.org.pk
website for any type of advertisement.
AIDA model is used in constructing the ad to make the ad moreattractive but they just paste the ad on their website.
Public Agencies operated by Federal, State, or Local Governments,
Agencies associated with nonprofit organizations, Privately owned
agencies are used for recruiting but they are not concerning to any
agency for recruitment.
Executive Recruiters (also called Headhunter) retained by employers to
seek out top-management talent for their clients but they not concern
with any Executive Recruiters.
In standards On Demand and College Recruiting are also used but they
are also not concerning to On Demand and College Recruiting.
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Recommendation
They should use the Personnel Replacement Charts which are
particularly for the firms top positions that show the present
performance and promotability for each positions potential replacement.As an alternative, they can develop a Position Replacement Card. Here,
create a card for each position, showing possible replacements as well as
their present performance, promotion potential, and training.
They should use the computerized information system for track the
qualification of hundreds or thousands of employees which make their
work faster.
They should use the matrices in the database management systems
which define the right of the users (specified by names, ranks, or
functional identification) to various kind of access (such as read only or
write only) to each database elements that manage the data more
effectively.
Newspapers (Local and Specific Labor Markets), Trade and Professional
Journals, Internet Job Sites, Marketing Programs should be use for theAdvertisement because Print Media is also plays a very important role in
Advertisement.
They should use AIDA model for constructing the ad to make the ad
more attractive.
Public Agencies operated by Federal, State, or Local Governments,
Agencies associated with Nonprofit Organizations, Privately Owned
Agencies should be use for Recruiting which make their recruitment
more better.
They should use the Executive Recruiters because the Recruiter can safe
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Top Management`s time by Advertising for the Position and Screening
what could turn out to be hundreds of applicants.
They should use On Demand Recruiting and College Recruiting also by
this they can get more qualified, experienced and efficient employees.
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