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1 WORKFORCE PLANNING & STAFFING

Wfp & Staffing

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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

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WORKFORCE PLANNINGPORCESS

Talent Inventory

Control &Workforce

Evaluation Forecast

Action Plans

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WORKFORCE PLANNING

LABOUR DEMAND

LABOUR SUPPLY

DEMAND EXCEEDS SUPPLY

SUPPLY EXCEEDS

DEMAND

DEMAND EQUATES SUPPLY

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CORPORATE FORECASTING MODEL- WORKERS DEMAND

Level Current Losses Backup Future Imbalances

strength Demand surplus shortage 21

20

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Inventory

•Retirements

• Transfers out of functions

•Resignations

•Promotion and high potential staff

• mobility and career development data

Strategic

& operational

plans•Action Plans

• Development

•Recruitment

•Reassignment

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Current Projected Projected Unit’s Internal

Staffing - Outflows + Inflows = Supply for This

Level This Year This Year Time Next Year

Source of Inflows

• External hires

• Internal transfers

• Promotions

• Recalls

Current Staffing Level

Estimating Internal Labor Supply for a Given Unit

Source of Outflows

• Promotions

• Turnover

• Terminations

• Demotions

• Retirements

• Deaths

• Layoffs

This Unit

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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

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REPLACEMENT CARD

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SUCCESSION PLANNING INVENTORY

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HR Planning

• Organization charts

• Staffing Projections

• Skill Inventories

• Turnover Analysis

• Absenteeism analysis

• Restructuring costing

• Internal Job Matching

EEO

•Application tracking

• Workforce utilization

•Availability analysisCompensation & Benefits

• Pay structure

• Wage / Salary costing

• Flexible benefits administration

• Vacation usage

• Benefits usage analysis

• Miscellaneous etc

HRIS

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Staffing

* Recruiting Sources

* Applicant Tracking

* Job offer refusal analysis

HR Development

• Individual training profile

• Training needs assessment

• Succession Planning

• Career Interest & experience

EMPLOYEE RELATIONS

• Union negotiation costing

•Auditing records

• attitude survey results

•Exit interview analysis

•Employee work history

Health, Safety & Security

• Safety training * Accident records

• Material data records

HRIS

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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 action programmes costs

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(STAFFING)

RECRUITMENT AND SELECTION

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Recruitment and Selection

Recruitment

• The process of attracting qualified candidates from

whom it is possible to select and appoint competent

workers. • Similarities to marketing,

communicates about the firm.

Selection• 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.

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• 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

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INTERNAL SEARCH

Internal Search

Employee Referrals

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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.

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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

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

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The Selection Process

The selection process typically consists of eight steps: 1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer

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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.

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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:

• 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.

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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 videotaping may help.

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Selection ProcessComprehensive 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.

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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.

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Selection Process

Background Investigation

Reference Checks

Medical Tests

Criminal Record / Tendencies

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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.

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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).

• 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