Part 4 - HR Planning and Staffing

HR PLANNING AND STAFFING
Instructor: LTT Xuân 1
Content
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The HR Planning Process
Factors That Determine HR Plans
Figure 2–3

• HR Planning - The process of analyzing and identifying the need
for and availability of human resources so that the organization
can meet its objectives.
• Typical Division of HR Responsibilities in HR Planning
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Instructor: LTT Xuân
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• Benefits of a good HR planning
– Better view of the HR dimensions of business decisions
– Lower HR costs through better HR management.
– More timely recruitment for anticipate HR needs
– More inclusion of protected groups through planned increases in
workforce diversity.
– Better development of managerial talent
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Figure 2–6
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• Scanning the external environment
– Governmental regulations
– Economic conditions
– Geographic and competitive concerns
– Workforce composition
• Internal assessment of the organizational workforce
Addressing the following questions:
1. What jobs exist now?
2. How many individuals are performing each job?
3. How essential is each job?
4. What jobs will be needed to implement future organizational
strategies?
5. What are the characteristics of anticipated jobs?

• Forecasting
– To determine HR supply and demand
– Forecasting labor demand
• Organization-wide estimate for total demand
• Unit breakdown for specific skill needs by number and type of
employee
– Develop decision rules (“fill rates”) for positions to be filled
internally and externally.
– Develop additional decision rules for positions impacted by
the chain effects of internal promotions and transfers.
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• Forecasting
– Forecasting External HR Supply
• Factors affecting external
– Net migration for an area
– Individuals entering and leaving the workforce
– Individuals graduating from schools and colleges
– Changing workforce composition and patterns
– Economic forecasts
– Technological developments and shifts
– Actions of competing employers
– Government regulations and pressures
– Other factors affecting the workforce
– Forecasting Internal HR Supply
• Effects of promotions, lateral moves, and terminations
• Succession analysis è Succession plan
The HR Planning Process – Succession planning
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• Forecasting methods
• Forecasting Periods
üShort-term—less than one year
üIntermediate—up to five years
üLong-range—more than five years
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• Implementation
HR demand = HR supply
Short term and long term

HR planning
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DISCUSSION QUESTION
What do businesses should do to deal with HR surplus or

shortage?
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What should remember when downsizing?

- Reducing employees, not jobs
- Focusing on effectiveness and efficiency
- Being fair and objective with all employees
Process of downsizing:
• Identifying needed jobs/positions
• Developing job description and job specification
• Ranking employees to identify who is mot appropriate with jobs
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The HR Recruitment Process
• HR Recruitment – The practice or activity carried on by the
organization to identify and attract potential employees
• Tight vs. Loose Labor Market
• Typical Division of HR Responsibilities: Recruiting
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Recruiting
Presence and Image
Effective
Training of Recruiters
Recruiting
Regular vs. Flexible

Staffing

© 2005 Southwestern College Publishing. All rights reserved.
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• Recruiting method
– Advertising medium chosen, including use of employment
agencies
• Recruiting message
– What is said about the job and how it is said
• Applicant qualifications required
– Education level and amount of experience necessary, for example
• Administrative procedures
– When recruiting is done, applicant follow-up, and use of previous
applicant files
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• Personnel policies
– Organizational-based vs. Outsourcing
– Regular vs. Flexible Staffing
– Recruiting vs. EEO/Diversity Considerations
– Recruiting sources: Internal vs. External
– Internal Recruiting process
– Employee-focused Recruiting
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• Recruitment sources
Colleges and Universities -

campus placement services
Internal Sources - Public & Private
Faster, cheaper, Employment Agencies -
more certainty headhunters, can be
expensive
External Sources -
New ideas and JOBS
approaches Electronic Recruiting -
the Internet
Direct Applicants
and Referrals - Newspaper Advertising -
self selection, large volume, low
low cost quality recruits
What are advantages and

disadvantages of Internal and
External Recruiting Sources?
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
19

– Why use “blind-box ad” and its disadvantages?
An advertisement in
which there is no
identification of the
advertising organization
– How to evaluate the effectiveness of recruitment activities?
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• What to include in an effective recruiting ad
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© 2005 Southwestern College Publishing. All rights reserved. Instructor: LTT Xuân
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How to evaluate a recruitment ad?
1. Introduction, including
a. Headlines of the company
b. recruiting philosophy and attracting attention
c. Typical products/services that company wants to ad
2. From job description, requirements or tasks that candidates
have to perform if recruited
3. Qualifications, such as knowledge (major, foreign language …),
skills, experience, personal traits
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– Electronic recruiting
Job Boards
Professional/ E-Recruiting
Career Web Sites Methods
Employer Web Sites

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– Electronic recruiting
• Advantages • Disadvantages
– Recruiting cost savings – More unqualified applicants
– Recruiting time savings – Additional work for HR staff
members
– Expanded pool of
applicants – Many applicants are not seriously
seeking employment
– Morale building for current
employees – Access limited or unavailable to
some applicants
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Group assignment: Designing recruitment ads
1. Consisting of two part:

- Recruitment philosophy, welcoming statement
- About services/products the company want to
share
2. Job requirements (from job description)
3. Selection criteria
- Knowledge
- Skills, experience
- Personalities
(Equal employment???)
GV: Leâ Thò Thanh Xuaân 25
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HOMEWORK
• Choose a recruited position that you are interested and

prepare your résumé for applying.
• Work with your assigned group and criticize each résumé
• Write an individual report (report No. 2) about the lessons
learned (what should do and what should not do) in preparing
CV and submit after 01 weeks
26
HOMEWORK
• Instructions:
üBasic information, such as names, age, education …
ü Working experience (companies, In-out date, positions, tasks, achievement,
reasons for quitting)
üReferrers (contact details)
ü Skills & experience (how appropriate to future jobs)
ü Education (significant in just-graduate students)
üName of university
üDegree
üMajor
üGPA
üStudying time
ü…
(Mentioning about subjects relating to job and the result + thesis topic and
result, …) Instructor: LTT Xuân
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Selection and Placement

• Selection
– The process of choosing individuals who have needed qualities to
fill jobs in an organization.
– Organizations need qualified employees to succeed
• “Good training will not make up for bad selection.”
• “Hire hard, manage easy.”
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• Placement
– Fitting a person to the right job
– Well-matched to a job, good amount and quality of work
• Person-Job fit: matching KSAs and TDRs
– Benefits of person-job fit: Higher employee performance
and Lower turnover and absenteeism
• Person-Organization fit
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• Typical Division of HR Responsibilities: Selection
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• HR Employment Functions
– Receiving applications
– Interviewing applicants
– Administering tests to applicants
– Conducting background investigations
– Arranging physical examinations
– Placing and assigning new employees
– Coordinating follow-up of new employees
– Exit interviewing departing employees
– Maintaining employee records and reports.
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• The Selection process
Should a company selects the best candidate? Why

or why not?
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• Limiting Who Becomes an Applicant
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Job Performance, Selection Criteria, and Predictors

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• Selection testing: Ability test
– Cognitive Ability Tests
• Measure an individual’s thinking, memory, reasoning, and
verbal and mathematical abilities.
– Physical Ability Tests
• Measure strength, endurance, and muscular movement
– Psychomotor Tests
• Measure dexterity, hand-eye coordination, arm-hand
steadiness, and other factors.
35

• Selection testing: Ability test
– Work Sample Tests
• Require an applicant to perform a simulated task.
– Assessment Centers
• A series of evaluation exercises and tests used for the selection
and development of managerial personnel.
• Multiple raters assess participants in multiple exercises and
problems that are job content-related to the jobs for which the
individuals are being screened.
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• Selection testing: Other test
– Personality Tests: Minnesota Multiphasic Personality Inventory
(MMPI) or Myers-Briggs
– Honest and Integrity Testing
• Overt integrity tests
• Personality-oriented integrity tests
– Graphology (Handwriting Analysis)
• Analysis of the characteristics of an individual’s writing that
purports to reveal personality traits and suitability for
employment.
– Psychics
• Persons who are supposedly able to determine a person’s
intellectual and emotional suitability for employment Example:
Psychometric test
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Big Five Personality Characteristics
Figure 8–8
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• Selection interviewing
Types of Selection Interviews
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• Structured Interview
– Uses a set of standardized questions asked of all job applicants.
– Useful for initial screening and comparisons
– Benefits
• Obtains consistent information needed for selection decision
• Is more reliable and valid than other interview formats
• Meets EEO guidelines for the selection process
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• Behavioral interview
– Applicants are asked to give specific examples of how they have
performed a certain task or handled a problem in the past.
– Helps discover applicant’s suitability for current jobs based on past
behaviors.
– Assumes that applicants have had experience related to the
problem.
• Situational interview
– Applicants are asked how they would respond to a specific job
situation related to the content of the job they are seeking.
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• Nondirective Interview
– Applicants are queried using questions that are developed from
the answers to previous questions.
– Possibility of not obtaining needed information.
– Information obtained may not be job-related or comparable to
that obtained from other applicants.
• Stress Interviews
– An interview designed to create anxiety and put pressure on an
applicant to see how the person responds.
=> What are advantages and disadvantages of interview?
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• Who does interviews?

– Individuals
– Panel interview
– Team interviews
– Video interviewing
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• Effective Interviewing
– Conducting an Effective Interview
• Planning the interview
• Controlling the interview
• Using proper questioning techniques
– Question types to avoid in interviews
• Yes/No questions
• Obvious questions
• Questions that rarely produce a true answer
• Leading questions
• Illegal questions
• Questions that are not job related
Interview skills
Observation
Asking questions Instructor: LTT Xuân 44
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• Effective Interviewing
Interview skills
Observation
Asking questions
Maintaining continuity
Listening
Keeping control
Note-taking
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Common Selection Interview Questions
Figure 8–10
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• Problems in the Interview
– Snap Judgment
– Negative Emphasis
– Halo Effects
– Biases and stereotyping
– Cultural noise
• What to prepare before and within your interview?
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• Medical Examinations
– Physical health testing
– Drug Testing
• Tests monitored to protect integrity of results.
– Genetic Testing
• Tests for genetic links to workplace hazards
• Tests for genetic problems related to the workplace
• Tests to exclude workers for increased risks
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• Other selection methods
– References and Biographical data gather background information
on candidates.
– Physical ability tests are relevant for predicting not only job
performance but occupational injuries and disabilities. Types of
physical ability tests include:
• muscular tension, power, and endurance
• cardiovascular endurance
• flexibility
• balance
• coordination
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- Profit
INCREASES
-Productivity
RIGHT -Efficiency
SELECTION - Advantages of
DECREASES
working context
-Training costs
-Replacement
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FOR NEXT CLASS
Individual report as to how to deal with the

problem of surplus HR in crisis time with your
own justification
51

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HR PLANNING AND STAFFING

Instructor: LTT Xuân 1

Instructor: LTT Xuân 2

Factors That Determine HR Plans

Instructor: LTT Xuân 3

The HR Planning Process

The HR Planning Process

Instructor: LTT Xuân 7

The HR Planning Process

Instructor: LTT Xuân 8

The HR Planning Process – Succession planning

Instructor: LTT Xuân 10

Instructor: LTT Xuân 11

The HR Planning Process

Short term and long term

Instructor: LTT Xuân 12

What do businesses should do to deal with HR surplus or

Instructor: LTT Xuân

The HR Planning Process

What should remember when downsizing?

Instructor: LTT Xuân

Instructor: LTT Xuân 15

The HR Recruitment Process

Regular vs. Flexible

Instructor: LTT Xuân 16

Instructor: LTT Xuân 17

The HR Recruitment Process

Instructor: LTT Xuân 18

Colleges and Universities -

What are advantages and

The HR Recruitment Process

– How to evaluate the effectiveness of recruitment activities?

Instructor: LTT Xuân 20

How to evaluate a recruitment ad?

Instructor: LTT Xuân 22

Employer Web Sites

Instructor: LTT Xuân 23

The HR Recruitment Process

Instructor: LTT Xuân 24

1. Consisting of two part:

GV: Leâ Thò Thanh Xuaân 25

• Choose a recruited position that you are interested and

Instructor: LTT Xuân

Selection and Placement

Instructor: LTT Xuân 28

Instructor: LTT Xuân 29

Selection and Placement

Selection and Placement

Should a company selects the best candidate? Why

Instructor: LTT Xuân 32

Instructor: LTT Xuân 33

Selection and Placement

Job Performance, Selection Criteria, and Predictors

Instructor: LTT Xuân 34

Instructor: LTT Xuân 35

Selection and Placement

Instructor: LTT Xuân 36

Instructor: LTT Xuân 37

Instructor: LTT Xuân 39

Selection and Placement