Wfp & Staffing

WORKFORCE PLANNING & STAFFING

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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 & Evaluation

Workforce Forecast

Action Plans 3

WORKFORCE PLANNING LABOUR DEMAND

DEMAND EXCEEDS SUPPLY

LABOUR SUPPLY

SUPPLY EXCEEDS DEMAND

DEMAND EQUATES SUPPLY 4

CORPORATE FORECASTING MODEL- WORKERS DEMAND Level Current Imbalances

Losses

Backup

Future

strength shortage

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Demand

•Retirement s • Transfers out of functions

surplus

Strategic & operation al plans

•Resignatio ns Inventor •Promotion and high potential y staff • mobility and career

•Action Plans • Development •Recruitment •Reassignment 5

Estimating Internal Labor Supply for a Given Unit Current Internal

Projected

Staffing for This Level

Source Inflows

This Year

of

Projected

Outflows

+ This Year

This Unit

=

Supply

Time Next Year

Source of Outflows

• Promotions

• External hires • Internal transfers

Inflows

Unit’s

Current Staffing Level

• Turnover • Terminations

• Promotions

• Demotions

• Recalls

• Retirements • Deaths • Layoffs 6

HOW TO DETERMINE WHAT HR YOU HAVE ?

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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 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

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SUCCESSION PLANNING INVENTORY

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EEO •Application tracking • Workforce utilization •Availability analysis

Compensation & Benefits • Pay structure • Wage / Salary costing • Flexible benefits administration • Vacation usage

HRI S HR Planning • Organization charts

• Staffing Projections • Skill Inventories • Turnover Analysis

• Benefits usage analysis

• Absenteeism analysis

• Miscellaneous etc

• Restructuring

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EMPLOYEE RELATIONS

HRIS

• Union negotiation

costing •Auditing records • attitude survey results

HR Development

•Exit interview analysis

• Individual training

•Employee work history Staffing

profile • Training needs assessment

* Recruiting Sources

* Applicant Tracking

• Succession Planning

* Job offer refusal analysis

Health, Safety & • Safety training

• Career Interest & experience Security

* Accident records

• Material data records

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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

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Recruitment and Selection Recruitment

Selection

• The process of attracting qualified candidates from whom it is possible to select and appoint competent workers. • Similarities to marketing, communicates about the firm.

• A process which involves the application of appropriate methods with the aim of selecting and appointing competent persons. • A two-way process of communication and establishing a positive psychological contract. 17

• Recruiting brings together those with jobs to fill and those seeking jobs.

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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

Walk In

New

Consultants

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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

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SELECTION

CHOOSE THE BEST ONE

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SELECTION ( INDIVIDUAL – JOB FIT) INDIVIDUAL • • • • •

Goals Values Interests Experiences Knowledge, skills & abilities

ORGANIZATIONS • Objectives & strategies • Values • Culture • Structure and management style • Rewards 26

The Selection Process The selection process typically consists of eight steps: 1. 2. 3. 4. 5. 6. 7. 8.

initial screening interview completion of the application form employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer 27

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. 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

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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 – 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 33 videotaping may help.

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 ?.

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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

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Selection Process

Background Investigation

Criminal Record / Tendencies

Medical Tests

Reference

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JOB OFFER

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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. • Assesses both strengths and weaknesses and is considered more realistic. 41

DIVERSITY HIRING

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CONTEMPORARY TREND

COMPATIBILITY OF VALUES

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STRATEGIC DECISIONSTAFFING 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). • A Image management? A form of new Paternalism?

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Person-Job Fit ???

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Person-Job Fit ???

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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!

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THANK YOU!

Photo: Andreas Diehl

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QUESTIONS/ANSWERS SESSION

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