You are on page 1of 50

WORKFORCE PLANNING

&
STAFFING

1
WORKFORCE PLANNING
• Human resource planning is a process
by which an organization ensures that

– it has the right number and kinds of people

– at the right place

– at the right time

– capable of effectively and efficiently


completing those tasks that will help the
organization achieve its overall strategic
objectives
2
WORKFORCE PLANNING
PORCESS
Talent Inventory

Control & Workforce


Evaluation Forecast

Action Plans
3
WORKFORCE PLANNING

LABOUR LABOUR
DEMAND SUPPLY

DEMAND SUPPLY DEMAND


EXCEEDS EXCEEDS EQUATES
SUPPLY SUPPLY 4
DEMAND
CORPORATE FORECASTING MODEL- WORKERS
DEMAND
Level Current Losses Backup Future
Imbalances
strength Demand surplus
shortage
21 Strategic
•Retirement
20 s &
• Transfers operation
19 out of al
functions plans
•Resignatio •Action Plans
ns • Development
Inventor •Promotion and
y high potential •Recruitment
staff •Reassignment
• mobility and 5
career
Estimating Internal Labor Supply for a Given
Unit
Current Projected Projected Unit’s
Internal
Staffing - Outflows + Inflows = Supply
for This
Level This Year This Year Time Next Year
Source of
Source of This Unit
Outflows
Inflows
• Promotions
• External hires
• Turnover
• Internal Current
transfers Staffing Level • Terminations
• Promotions • Demotions
• Recalls • Retirements
• Deaths
• Layoffs
6
HOW TO DETERMINE
WHAT HR YOU HAVE ?

7
MANAGER’S INVENTORY

8
TALENT INVENTORY
PROFILE
• Current position information
• Previous positions in the company
• Other significant work experience
• Education (including degrees and certification
• Language skills and relevant international experience
• Training and development programmes attended
• Community or industry leadership responsibilities
• Current and past performance appraisal dates
• Disciplinary actions
• Awards received
• Interests

9
SUCCESSION PLANNING

Process of identifying a longer-term


plan for the orderly replacement
of key employees

• Focuses on top management & Key


Personnel
• Should cover all levels of management
• Critical in small and medium sized
organizations
• Family businesses ideal example

10
REPLACEMENT CARD

11
SUCCESSION PLANNING
INVENTORY

12
EEO HRI
•Application
tracking S
• Workforce
utilization
HR Planning
•Availability analysis
• Organization charts
Compensation & Benefits
• Pay structure
• Staffing Projections
• Wage / Salary costing
• Flexible benefits • Skill Inventories
administration
• Turnover Analysis
• Vacation usage
• Absenteeism
• Benefits usage analysis analysis
13
• Miscellaneous etc • Restructuring
EMPLOYEE
RELATIONS
• Union negotiation HRIS
costing
•Auditing records
• attitude survey results
HR Development
•Exit interview analysis
• Individual training
•Employee work history
Staffing profile

* Recruiting Sources • Training needs


assessment
* Applicant Tracking
• Succession Planning
* Job offer refusal
analysis • Career Interest &
Health, Safety & experience
Security
• Safety training * Accident records
14
• Material data records
CONTROL AND EVALUATION
OF WORKFORCE PLANNING
• Actual staffing level against forecast staffing
requirements
• Actual levels of labour productivity against
anticipated levels of labour productivity
• Actual personnel flow rates against desired
rates
• Actions programmes implemented against
action programmes planned ( Were there more
or fewer? Why?)
• The actual results of the action programmes
implemented against the expected results
( e.g., improved applicant flows, lower quite
rates, improved replacement rations)
• Labour and action programmes costs against
budgets
• Ratios of actions programmes benefits to 15
action programmes costs
(STAFFING)
RECRUITMENT AND 16
Recruitment and Selection
Recruitment Selection
• A process which involves
• The process of attracting the application of
appropriate methods with
qualified candidates from
the aim of selecting and
whom it is possible to select
appointing competent
and appoint competent
persons.
workers.
• A two-way process of
• Similarities to marketing, communication and
communicates about the establishing a positive
firm. psychological contract.
17
• Recruiting

brings together those with


jobs to fill and those seeking
jobs.

18
Recruiting Sources

– Internal Searches
– Employee Referrals/
Recommendations
– External Searches
– Alternatives ( Temporary
workers, employee
leasing, contractors
19
INTERNAL SEARCH

Employee Referrals

Internal
Search

20
Cyber Rect
EXTERNAL
SEARCH

Emp Agencies Newspaper


Ad

Talk In

21
Walk In New Consultants
Recruiting Sources
Recruitment alternatives
• Temporary help services.
– Temporary employees help organizations meet
short-term fluctuations in HRM needs.
– Older workers can also provide high quality
temporary help.
• Employee leasing.
– Trained workers are employed by a leasing
company, which provides them to employers when
needed for a flat fee.
– Typically remain with an organization for longer
periods of time.
22
Recruitment
alternatives

• Independent contractors
– Do specific work either on or off
the company’s premises.
– Costs of regular employees (i.e.
taxes and benefits costs) are not
incurred.

23
SELECTION

24
SELECTION

CHOOSE THE BEST ONE 25


SELECTION
( INDIVIDUAL – JOB FIT)

INDIVIDUAL ORGANIZATIONS
• Goals • Objectives &
strategies
• Values
• Values
• Interests • Culture
• Experiences • Structure and
• Knowledge, skills management style
& abilities • Rewards

26
The Selection Process

The selection process typically consists of eight


steps:
1. initial screening interview
2. completion of the application form
3. employment tests
4. comprehensive interview
5. background investigation
6. conditional job offer
7. medical/physical exam
8. permanent job offer
27
The Selection Process

28
The Selection Process
Employment Tests
• Estimates say 60% of all organizations
use some type of employment tests.
– Performance simulation tests: requires the
applicant to engage in specific job behaviors
necessary for doing the job successfully.
– Work sampling: Job analysis is used to
develop a miniature replica of the job on
which an applicant demonstrates his/her
skills.

29
The Selection Process
Employment Tests
– Assessment centers: A series of tests
and exercises, including individual and
group simulation tests, is used to assess
managerial potential or other complex sets
of skills.
– Testing in a global arena: Selection
practices must be adapted to cultures and
regulations of host country.
30
The Selection Process
Comprehensive Interviews:

• Interviews involve a face-to-face


meeting with the candidate to probe
areas not addressed by the
application form or tests.

• They are a universal selection tool

31
The Selection Process
Comprehensive Interviews:

• Interview Effectiveness
– Interviews are the most widely used
selection tool.
– Often are expensive, inefficient, and
not job-related.
– Possible biases with decisions based
on interviews include prior
knowledge about the applicant,
stereotypes, interviewee order. 32
Selection Process
Comprehensive Interviews:

• Interview Effectiveness

– Impression management, or the


applicant’s desire to project the
“right” image, may skew the
interview results.

– Interviewers have short and


inaccurate memories: note-taking and
videotaping may help. 33
Selection Process
Comprehensive Interviews:
• Interview Effectiveness
– Structured interviews use fixed
questions designed to assess
specific job-related attributes
– More reliable and valid than
unstructured ones.
– Best for determining
organizational fit, motivation and
interpersonal skills.
– Especially useful for high-turnover
jobs and less routine ones. 34
The Selection Process

• Behavioral
Dimensions ?.

35
Selection Process
• Realistic Job Preview

– RJP’s present unfavorable as well as


favorable information about the job
to applicants.

– May include brochures, films, tours,


work sampling, or verbal statements
that realistically portray the job.

36
Selection
Process

37
38
Selection
Process

Background Medical
Investigation Tests

Criminal Record / Reference 39


Tendencies
JOB OFFER

40
The Selection Process
The Comprehensive Approach
• Comprehensive selection
approach puts applicants through
all the steps in the selection
process before making a decision.

• Assesses both strengths and


weaknesses and is considered more
realistic.

41
DIVERSITY
HIRING

42
CONTEMPORARY TREND

COMPATIBILITY OF VALUES

43
STRATEGIC DECISION-
STAFFING
OUTSOURCE

VS

INDIGNEOUS

44
The War for Talent

• The increased importance of ’intangible assests’: in S&P 500 companies, up from 20% of the
value of the company in 1980 to 70% in 2006.

• Employer Branding = A targeted long term strategy to manage the awareness and perceptions
of employees, potential employees and related stake-holders with regards to a particular firm
(Backhaus & Tikoo, 2004).

• A Image management? A form of new Paternalism?

45
Person-Job Fit ???

46
Person-Job Fit ???

47
Conclusions:

• Recruitment and selection involve increasingly employer branding;


• Recruitment and selection are two-way processes;
• Recruitment and selection are both scientific and social processes;
• Select carefully the best method for selection and selection decision-making!

48

THANK YOU!

49
Photo: Andreas
Diehl
QUESTIONS/ANSWERS
SESSION

50

You might also like