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• HR planning


  The process by which management ensures that it has the right personnel who are capable of completing those tasks that help the organization reach its objectives
• HR planning


  The development of strategies for matching the size and skills of the workforce to organizational needs
• HR planning


  Assists organization to recruit, retain and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in external environment
• HR planning


  Involves carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand
• Questions HR planning aims to answer


  • How many people will be needed for the organization to meet its objectives?
  • What jobs will these people need to fill?
  • What knowledge, skills, and abilities will new hires be required to have?
  • What new skills will be required of the current work force?
  • Can the new workers be transferred or promoted from within the firm or do they need to be hired from outside?
  • What type of training is required for workers to acquire the knowledge, skills and abilities that are needed?
  • What type of compensation plan is required to support this talent?
  • How will the process alter the career plans of existing employees or potential candidates?
• The Human Resource Planning Process


  1. Analyzing

  2. Forecasting

  3. Planning

  4. Implementing
• Environmental Factors


  • Political
  • Economic
  • Social
  • Technological
  • Environmental
  • Legal
• Demand Forecasting


  The process of estimating the future numbers of people required and the likely skills and competences they will need
• Demand Forecasting Techniques


  • Managerial or expert judgement
  • Ratio trend analysis
  • Work study techniques
• Supply Forecasting


  Measures the number of people likely to be available from within and outside the organization, having allowed for attrition (labor wastage and retirements), absenteeism, internal movements and promotions, and changes in hours and other conditions of work
• Internal Supply Considerations


  • Turnover rate
  • Voluntary turnover
  • Involuntary turnover
• Voluntary Turnover


  • Accepting a job elsewhere
  • Poor health
  • Putting one's own business, taking up further studies or raising a family
  • Migrating abroad
  • Accepting a voluntary retrenchment
  • Relocating to another place
• Involuntary Turnover


  • Misconduct
  • Forcible resignation due to poor performance or other reasons by paying separation pay or "ex gratia"
  • Authorized causes under the law such as retrenchment due to losses or to avoid losses, automation, retirement, or sickness that will incapacitate employee for more than six (6) months as certified to by a competent public physician
• Planning


  • Workforce planning
  • Legal planning and process building
  • Educating and training employees on company policy
  • Handling legal aspects of the employee relationship
  • Communicating with every department in the business
  • Bridging between employees and payroll
• Strategic Planning


  Goal setting to focus attention on the problem and provide a benchmark for determining the relative success of any programs
• Program Implementation and Evaluation


  1. Implementation

  2. Evaluation of results
• Job Analysis


  The process of gathering, examining, and interpreting information about the content, context, and human requirements of a job. It essentially examines what makes up a job, and what are the outcomes of the job.
• Evaluation feedback serves as diagnosis of where the process failed and how to prevent it in the future
• Job analysis


  The process of gathering, examining, and interpreting information about the content, context, and human requirements of a job
• Job analysis


  • It examines what makes up a job, and what are the outcomes of the job
• Uses of job analysis


  • Create Job Description
  • Develop a more effective selection process
  • Create more equitable compensation by understanding what the job is about
  • Define performance outcomes for a role
  • Implement training & development programs
• Role of HR in job analysis


  • HR runs the job analysis
  • Choose the appropriate job analysis method
  • Works closely with the employee and managers to gather more information about the job tasks, skills, and conditions
  • Data from the employee and the manager will then be analyzed to create a precise job description, which shapes recruitment, training, compensation, and performance management
• Components of job analysis


  • Job Tasks
  • KSAO's (Knowledge, Skills, Abilities, Other characteristics)
  • Working conditions
  • Performance Criteria
• Techniques in job analysis


  • Combination of interview and observation
  • Position Analysis Questionnaire (PAQs)
  • Employee to Submit a Job Diary
• Job analysis is the basis of almost everything we do in HR
• Recruitment is to get the most qualified candidate
• Internal factors affecting recruitment


  • Size of the organization
  • Recruitment policy
  • Image of the organization
  • Image of the job
• External factors affecting recruitment


  • Demographics
  • Labor Market
  • Unemployment Rate
  • Labor Laws
  • Competitors
• Recruitment process


  1. Planning a job analysis

  2. Developing a recruitment strategy

  3. Searching and sourcing

  4. Screening

  5. Evaluating and controlling
• Recruitment policy


  A framework that clearly outlines all your business's recruitment practices
• Objectives of recruitment policy


  • Hire the right person
  • Conduct a wide and extensive search of the potential position candidates
  • Recruit staff who are compatible with the style of management and the culture of your company
  • Handle application with due diligence, speed, and courtesy
  • Hire from within and develop existing employees to qualify them for consideration for promotion
  • Make sure that no false or exaggerated claims are made in recruitment announcements or help wanted advertisements
  • Place individuals in positions with responsibilities and train them to enhance their career and personal development
• Four cornerstones of a good recruitment policy


  • Hiring philosophy
  • Hiring practices
  • Hiring standards
  • Hiring vision
• Purpose of recruitment policy


  • Ensure clarity on the details needed to fill in a particular job vacancy
  • Clarity on the type of recruitment procedure to be chosen as per recruitment policy and procedure
  • To have resumes of good applicants in pipeline that help in ambition recruitment
  • Vacant positions must be filled in timely with best utilization of available resource
  • All information must be provided in a concise and clear manner as per the employee policy template
  • To ensure to choose the best candidate
  • Recruiters must be well advised to take correct recruitment decisions
  • Promotion of positive image of employer
• Types of recruitment


  • Internal recruitment
  • External recruitment
• Internal recruitment methods


  • Promotions
  • Transfers
  • Recruitment of former employees
  • Employee referrals
  • Internal advertisements
  • Previous applicants
• Internal recruitment


  Recruiting employees within the organization
• Internal recruitment


  • Initial consideration should be given to employees currently working within the organization
  • Provides opportunities for development and utilization of existing resources
  • Performance of employees is already known to the organization
• Promotions


  Upgrading the cadre of employees by evaluating their performance
• Transfers


  Interchanging from one job to another without any change in rank and responsibilities
• Recruiting former employees


  • Calling back ex-employees depending on requirement
  • Cost-effective and saves time
  • Employees are well-versed with roles and responsibilities