Human Resource Planning - Wikispaces by ewghwehws



“You have to know what you are
     looking for, to find it”
   Learning unit 5

   Text book pg 237 ~ 252

   My notes

“The process of determining which individual will
  best match a position, taking into account;

         Individual differences

         Requirements of the job

         Organizations internal & external environments
Factors influencing selection

            INTERNAL            EXTERNAL
    Size
                             Legislation
    Type
    Speed of decisions      Labour market
    Applicant pool
                             Geographic
    Selection methods        location
Competency selection model

Identify critical job success factors

                        Design selection tools to measure
                          • Reliably & consistently
                          •Without unfairly discriminating
    Selection Exercise
Using the case study

   Determine the critical success factors.

   Describe the selection methods you will use
    to measure the different factors. (pg 241-251)
Job selection at
Selection process

1.   Initial screening –       (minimum requirements)

2.   Application form –(ATD, Persistence, accuracy,
     neatness, thoroughness)

3.   Interviews (Behavioural, unstructured, Stress, group,
Selection process                     (Continued)

4. Employment tests – (Cognitive, behavioural,
     psychomotor, Job knowledge, work sample)

5.   Reference checks – (Criminal records, licence
     checking, credit bureau, previous managers, customers)

6.   Medical checks – (Can he safely do the job without
     any harm to himself or others)

7. Job offer
Selection tools

1.    Initial screening
2.    Application blanks/CV’s
3.    Interviews
4.    Work simulation
5.    Knowledge tests
6.    Psychometric testing & Assessment centres
7.    Seniority/Nepotism
8.    Time spent with candidate
9.    Medical screening
10.   Reference checking
     Structured interview                           (pg245-247)

   List of predetermined questions

   Designed to assess the knowledge, skills, behavioural
    abilities that are critical to success of position

   Interviewer does not deviate from questions

   Questions may include:
       Situational ~ how they would react in a given situation
       Behavioural ~ how they have acted in the past
       Job knowledge ~ what they know
By the end of this session you should:

1.   Distinguish between induction, orientation, and

2.   Explain the objectives and benefits of induction

3.   Identify the responsibilities of the various managers in the
     induction process

4.   Understand the stages of an induction model

5.   Be able to plan, design and implement and evaluate an
     induction program
   Learning unit 6

   Chapter 10 pages 259~ 272

   Notes

   INDUCTION ~         HR mngt process that attempts to
    absorb an employee into the business and make him/her a
    productive employee

   ORIENTATION~             Is the process of becoming familiar
    with their job and the organization

   SOCIALIZATION~ The process by which a new
    member comes to learn the expected values, and behaviours
    to become accepted and “part of” the social organization
How not to induct!
        HR Officer
   Mrs Eresa, nicknamed “TH”, was born in New Zealand and has
    never worked or lived outside of Auckland. Married to Adam,
    and Mother to 18 year old Addison and 6 year daughter. “TH”
    is a serious Karate enthusiast

   Adam is an Accountant and yet to find a job in South Africa.

   Addison is a very keen surfer and loves all water sports.

   The family is relocating their Huntaway dog and Kea parrot
     Exercise ~ HR Manager

You are the HR Manager TTA. Please explain the

1.   Explain the Induction and socialization
     process that you will prepare for her.

2.   What information will you share
Objective & benefits – Induction
          OBJECTIVES                    BENEFITS
   Help integration            Reduces reality shock
   Shorten socialization       Increases job satisfaction
   Understand big picture      Lowers turnover &
   Part of team                 absenteeism
   Develop plans & goals       Reduces anxiety
   Gather info                 Reduces start up costs
   Anticipate questions        Improves relationships
   Celebrate arrival
     Responsibility - Induction
     HR DEPARTMENT                   LINE MNGR
   History, structure
   Products, services          Intro to colleagues
   Policy & practice           Job objectives & tasks
   Employee benefits           Relationships to other
   Layout & facilities          departments

Co-ordinates, trains line    Department & job
  Mngrs & conducts general     induction
        Designing –Induction program
Understand the target audience & the essential information

   Induction kit to supplement induction presentation:
      Organogram, products & services
      Map of facilities
      Policy & procedures manual
      Health & safety regulations
      Key contact people & telephone numbers
      Newsletters
      Employee benefits handbook
      Job description
      Follow up & evaluation
By the end of this session you should:

1.   Understand the various staffing strategies

2.   Compare the strategies
Staffing strategies
Technique utilized to place the right person
  in the right job

     Internal strategies

     External strategies

     Workforce pool strategy
       Internal staffing strategies
Using current employees = motivation to perform;
      Promotions
      Transfers
      Demotions (Could be to correct poor placement)
      Resignations
      Retrenchments & layoffs
      Dismissals
      Retirements

Downside = no fresh ideas, ignorant of what skills
  exist outside organization
       External staffing strategies
External applicants fill position, with limited
  opportunity for promotion within

   Positives = constant flow of new ideas, work
    will be dynamic and receptive to change.

   Downside = Little commitment, high staff
    turnover, low levels of morale, a them and us
       Workforce pool strategies

Trains external people in entry level jobs, and
  may be called upon as & when required.

   Positives = Pool of trained staff at beck and
    call, shortens R&S process, shortens induction

   Downside = Cost of training, people in pool
    obtaining jobs, may be taken to ccma for not
    extending contracts
Next week
             Learning unit 7, 9

Compensation, health & safety

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