Professional Documents
Culture Documents
&
STAFFING
1
WORKFORCE PLANNING
• Human resource planning is a process
by which an organization ensures that
Action Plans
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WORKFORCE PLANNING
LABOUR LABOUR
DEMAND SUPPLY
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MANAGER’S INVENTORY
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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
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SUCCESSION PLANNING
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REPLACEMENT CARD
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SUCCESSION PLANNING
INVENTORY
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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
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• 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
18
Recruiting Sources
– Internal Searches
– Employee Referrals/
Recommendations
– External Searches
– Alternatives ( Temporary
workers, employee
leasing, contractors
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INTERNAL SEARCH
Employee Referrals
Internal
Search
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Cyber Rect
EXTERNAL
SEARCH
Talk In
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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.
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SELECTION
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SELECTION
INDIVIDUAL ORGANIZATIONS
• Goals • Objectives &
strategies
• Values
• Values
• Interests • Culture
• Experiences • Structure and
• Knowledge, skills management style
& abilities • Rewards
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The Selection Process
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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.
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The Selection Process
Comprehensive Interviews:
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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
• Behavioral
Dimensions ?.
35
Selection Process
• Realistic Job Preview
36
Selection
Process
37
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Selection
Process
Background Medical
Investigation Tests
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The Selection Process
The Comprehensive Approach
• Comprehensive selection
approach puts applicants through
all the steps in the selection
process before making a decision.
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DIVERSITY
HIRING
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CONTEMPORARY TREND
COMPATIBILITY OF VALUES
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STRATEGIC DECISION-
STAFFING
OUTSOURCE
VS
INDIGNEOUS
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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).
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Person-Job Fit ???
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Person-Job Fit ???
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Conclusions:
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’
THANK YOU!
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Photo: Andreas
Diehl
QUESTIONS/ANSWERS
SESSION
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