NATIONAL ECONOMIC UNIVERSITY

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COURSE PROJECT

TOPIC: THE SIGNIFICANCE OF HUMAN RESOURCE

PLANNING IN RECRUITMENT AND SELECTION

Name : Nguyễn Minh Hiếu

Code : 11212242
Class : Human Resources Management High Quality 63
Instructor : PhD. Nguyen Van Thuy Anh

HANOI, APRIL 19, 2024

 TABLE OF CONTENT

Introduction...............................................................................................................1
1. Topic:...........................................................................................................1
2. Rationale of the study:...............................................................................1
3. Objectives of the study:..............................................................................2
4. Object of the study:....................................................................................2
5. Scope of the study :....................................................................................2
6. Research methodology and data:...............................................................2
7. Detailed Outlines........................................................................................2
Chapter 1: Human resource planning....................................................................3
1.1. The related definition of human resource planning....................................3
1.1.1.The definition............................................................................................3
1.1.2. The objectives of human resource planning.............................................3
1.1.3. Types of planning:....................................................................................4
1.1.4. The process of strategic human resource planning:.................................5
1.1.4.1. Estimation of labor needs:..............................................................5
1.1.4.2. Estimation of labor supply:.............................................................6
1.1.4.3. Balancing labor need and labor supply..........................................8
1.1.4.4. Solutions:........................................................................................9
Chapter 2: Recruitment and selection:.................................................................13
2.1. The related definition of recruitment and selection planning:.................13
2.2. External and internal recruitment:.............................................................13
2.2.1. External recruitment:..............................................................................13
2.2.2. Internal recruitment:...............................................................................14
2.3. Steps of recruitment’s implementation......................................................14
 2.3.1. Steps of external recruitment’s implementation.....................................14
2.3.2. Steps of internal’s implementation.........................................................16
2.4. Steps of selection’s implementation..........................................................18
2.5. Evaluation....................................................................................................19
Chapter 3: The significance of human resource planning in recruitment and
selection..................................................................................................................20
Chapter 4. Roles of human resource departments and other stakeholders:.....22
Conclusion................................................................................................................25
Reference..................................................................................................................26
 INTRODUCTION
1. Topic: The significance of human resource planning in recruitment and
selection

2. Rationale of the study:

In the dynamic and competitive landscape of today's business world, the
success of any organization hinges significantly on its ability to attract, select, and
retain the right talent. Human Resource Planning (HRP) plays a pivotal role in this
process, serving as the compass that guides an organization through the
complexities of recruitment and selection.
The workforce is the backbone of a business. Developing a high-quality labor
force is a matter of survival for enterprises because it determines productivity and
job effectiveness. To have a quality workforce that meets the capacity for business
objectives, it heavily depends on the primary input process, which is recruitment
and selection, also known as staffing, which is a critical organizational function
concerned with the acquisition, deployment, and retention of the organization’s
workforce. It is said that staffing is arguably the most critical function underlying
organizational effectiveness, because “the people make the place,” labor costs are
often the highest organizational cost, and poor hiring decisions are not easily done.
To have an effective and efficient recruitment and selection process, HRP
plays a crucially important role. Workforce planning is the process of deciding what
positions the firm will have to fill and how to fill them, with the aim to identifying
and addressing the gaps between the employer’s workforce and its projected
workforce needs. Workforce planning should precede recruitment and selection. It
is best understood as an outgrowth of the firm’s strategic and business planning.
Additionally, Human Resource Planning is a strategic process that allows an
organization to predict and manage its talent supply and demand. It involves the
consideration and development of strategies concerning the organization’s present
and future staffing requirements, with regard to specific jobs and skills that are and
will be required.
Through this project, it is believed that there will be an overview of the role of
human resource planning in recruitment and selection, the contribution of planning

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in the staffing process, the level of influence of planning as well as the
shortcomings that planning can improve the recruitment and selection process to
increase the efficiency of recruitment at the enterprise.

3. Objectives of the study:

Studying the theoretical foundation of planning, recruitment, and selection, the
role of planning in the recruitment and selection planning process, and the interplay
between these two processes.

4. Object of the study:

The significance of human resource planning in recruitment and selection

5. Scope of the study :

This project will primarily focus on the scope of content related to human
resource planning, objectives of human resource planning, role of human resource
planning with recruitment and selection process and the process of human resource
planning.

6. Research methodology and data:

In this project, there is a method of synthesizing secondary data research (on
the desk study).

7. Detailed Outlines
Chapter 1: Human resource planning
Chapter 2: Recruitment and selection.
Chapter 3: The significance of human resource planning in recruitment and
selection
Chapter 4: Roles of human resource departments and other stakeholders.

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 1CHAPTER 1: HUMAN RESOURCE PLANNING
1.1. The related definition of human resource planning.
1.1.1.The definition
After a solid understanding of the internal and external environments has been
acquired, a more detailed set of plans to address organizational needs in light of
these environmental influences can be considered. Human resource planning (HRP)
is an ongoing process and set of activities undertaken to forecast an organization's
labor demand (requirements) and internal labor supply (availabilities), to compare
these projections to determine employment gaps, and to develop action plans for
addressing these gaps. Action plans include planning to arrive at desired staffing
levels and staffing quality.
HRP is a strategic process that allows an organization to predict and manage
its talent supply and demand. The goal of this process is to enable the organization
to attain its business goals and execute its strategy.
HRP involves the consideration and development of strategies concerning the
organization's present and future staffing requirements, with regard to the specific
jobs and skills that are and will be required
HRP is the process of anticipating and carrying out the movement of people
into, within, and out of the organization.
HRP is the process by which management ensures that it has the right people,
who are capable of completing tasks that help the organization reach its objectives
HRP links people management to the organization's strategic plan. It deals
with the linkage between strategic business planning and HRP.
1.1.2. The objectives of human resource planning
There are five major objectives of strategic workforce planning. Strategic
workforce planning serves several key objectives within an organization. Firstly, it
aims to avoid both overstaffing and understaffing, as excessive employees lead to
inefficiencies and excessive costs, while inadequate staffing results in lost sales and
dissatisfied customers. Secondly, it ensures that the organization has the right
employees with the necessary skills and attributes at the appropriate times, aligning

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recruitment efforts with demand. Thirdly, it enables the organization to adapt and
respond to changes in its environment, considering factors such as the economy,
industry competitiveness, regulations, and technology developments. Fourthly, it
provides direction and coherence to all HR activities, integrating staffing, training,
performance measurement, and compensation into a comprehensive plan. Lastly,
strategic workforce planning encourages collaboration between HR staff and line
managers, recognizing their respective expertise and input in the planning process.
By achieving these objectives, organizations can enhance operational efficiency,
meet customer demand, anticipate changes, and align HR functions with business
goals.
1.1.3. Types of planning:
Planning is generally done on two different levels: aggregate planning and
succession planning. Aggregate planning is a process that involves forecasting the
demand for employees in lower-level jobs and ensuring a suitable supply of
employees with the necessary skills. It requires considering the organization's
strategic plan, growth or retrenchment plans, and product or service demand.
Forecasting methods, such as unit forecasting and top-down planning, are used to
estimate employee needs. After determining employee demand, the organization
plans for an adequate supply of employees, taking into account the required number
and skills. On the other hand, succession planning focuses on critical management
positions and aims to ensure smooth transitions and identify development needs for
high-potential employees. Traditional approaches use replacement charts, while
more systematic approaches emphasize specific skills and competencies. Succession
planning should be regularly reviewed and revised to align with changing business
needs. It should be strategic, integrated with other HR functions, centrally
coordinated, and involve managers throughout the organization. Transparency in
succession planning should be carefully considered to manage employee
expectations and commitment. Overall, both aggregate planning and succession
planning contribute to effective workforce management and organizational
continuity.

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1.1.4. The process of strategic human resource planning:

1.1.4.1. Estimation of labor needs:

Overall, estimating the labor needs for human resources is a critical aspect of
human resource planning. It involves predicting the number of employees needed by an
organization to achieve its strategic objectives. This process requires a combination of
subjective judgment and quantitative modeling by management to ensure the right
number of employees with the right skills are available at the right time. Subjective
judgment plays a crucial role in forecasting human resource demands as it involves
the input of managers and HR professionals who have a deep understanding of the
organization's goals and objectives. Their insights into market trends, industry
changes, and internal factors can help in making informed predictions about future
staffing needs.
On the other hand, quantitative modeling provides a more data-driven
approach to forecasting human resource demands. By analyzing historical data,
trends, and external factors, such as economic conditions and technological
advancements, management can develop mathematical models to project future
workforce requirements accurately.
There are several mathematical methods, such as multiple regression and linear
programming, to assist in forecasting the demand for employees, most organizations
rely more on the judgments of experienced and knowledgeable managers in
determining employee requirements. This may be done through unit forecasting
(sometimes called bottom-up planning), top-down planning, or a combination of both.
In unit forecasting, each individual unit, department, or branch of the
organization estimates its future needs for employees. For example, each branch of
a bank might prepare its own forecast based on the goals and objectives each branch
manager has for the particular office. These estimates are then presented to
subsequent layers of management, who combine and sum the totals and present
them to senior management for approval. The technique of unit forecasting, which
involves estimating employee needs at the "point of contact" in service provision or
product production, has the potential to be highly responsive to the needs of the
marketplace. This approach places responsibility for forecasting at the operational
level, where managers have direct knowledge of the workforce requirements.

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However, without mechanisms for control and accountability, it can lead to
managers overestimating their own unit's needs and inefficient allocation of
resources. Managers may hoard employees without considering whether they could
be better utilized in other divisions of the organization. Therefore, a system of unit
forecasting needs to be accompanied by accountability measures tied to
performance and headcount. On the other hand, top-down forecasting involves
senior managers allocating a budgeted amount for employee payroll expenditures
and then dividing it down the hierarchy. This approach ensures organizational
efficiency in resource allocation but may not be responsive to the demands of the
marketplace. Allocations are based solely on what the organization can afford,
without considering market dynamics. The choice between unit forecasting and top-
down forecasting depends on an organization's overall strategy. If cost minimization
is a key objective, top-down forecasting may be preferred. If responsiveness and
adaptability are priorities, unit or bottom-up forecasting is more suitable. In some
cases, organizations may use both techniques, with middle managers responsible for
reconciling the differences between the two approaches.
In addition to the demand for actual headcount of employees, the organization
also needs to consider the demand for specific skills that it will require of its
employees as part of the HR planning process. Changes in workplace demographics
are having a significant impact on the skills that job applicants bring to an
organization. Technology is also having an impact on the skills required of
employees. Assessment of the demand for employees needs to consider not only
numbers but also the kinds of workers who will best fit with the organization
relative to personal characteristics, work habits, and specific skills. Once demand
for employees has been forecasted, the organization then has to plan for an adequate
supply of employees to meet this demand. This process involves estimating the
actual number of employees and determining the skills that these employees must
have and whether their backgrounds, training, and career plans will provide a
sufficient fit for the organization’s future plans.

1.1.4.2. Estimation of labor supply:

Forecasting future supply in human resource planning is a crucial aspect of
ensuring that an organization has the right talent in place to meet its strategic
objectives. This process involves analyzing the labor market both internally and

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externally to determine the availability of skilled workers who can fill key roles
within the organization. By forecasting future supply, HR professionals can identify
potential gaps in talent and develop strategies to address them proactively.
Internally, forecasting future supply involves assessing the current workforce
and identifying potential talent sources within the organization. This includes
analyzing employee skills, qualifications, and career aspirations to determine if
there are individuals who can be developed or promoted for future roles. By
understanding the internal talent pool, organizations can reduce reliance on external
recruitment and retain valuable employees familiar with the company. Additionally,
internal labor factors such as retirement, turnover, and promotions impact
operations. Proper retirement planning, addressing turnover reasons, and
implementing fair promotion processes are crucial for smooth transitions, employee
engagement, and maintaining a stable workforce.
Externally, forecasting future supply involves analyzing the external labor
market to identify trends and factors that may impact the availability of skilled
workers. HR professionals must monitor demographics, technology, and industry
dynamics to anticipate talent shortages or surpluses. Key indicators include labor
force participation rates, reflecting the proportion of individuals engaged in the
workforce, and unemployment rates, indicating job market conditions. Analyzing
these indicators helps inform recruitment strategies, training programs, and talent
development initiatives. Understanding external labor factors enables organizations
to adapt and make informed decisions to ensure a steady supply of skilled workers
and promote economic growth.
Estimate of the existing supply of HR relative to quantity is not a static
measure; rather, it is dynamic. In the majority of medium and large
organizations, employees change positions and job levels constantly or leave the
organization. Consequently, any attempt to assess the supply of employees needs to
assess mobility within the organization as well as turnover rates. This can be done
through a mathematical technique, which describes the probability of employees
staying with the job in any job category, moving to another job, or leaving the
organization over a given time period, usually one year. It uses a transition
probability matrix that is established based on historical trends of mobility. Markov
analysis can also be utilized to allow managers to identify problem departments

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within an organization or positions that appear to be less desirable as reflected in
high rates of turnover or low rates of retention.

1.1.4.3. Balancing labor need and labor supply

After reliable estimates have been made for both the supply and demand of
employees, programs can be implemented to address any anticipated surplus or
shortage of employees in a particular job category. Balancing labor needs and labor
supply is a need to have good human resource planning, which avoids the surplus
and shortages.
In today's dynamic and ever-evolving economy, one of the most pressing
challenges faced by organizations is the shortage issue in balancing labor needs and
labor supply. This issue arises when there is a mismatch between the skills and
qualifications required for available jobs and the skills possessed by the workforce.
As a result, businesses struggle to find qualified candidates to fill crucial positions,
leading to decreased productivity and efficiency. There are several factors
contributing to this shortage issue. Rapid technological advancements have created
a demand for workers with specialized skills that are in short supply. Additionally,
demographic shifts, such as an aging workforce and declining birth rates, have
further exacerbated the problem by reducing the overall pool of available workers.
Furthermore, the lack of investment in education and training programs has left
many individuals ill-equipped to meet the demands of today's job market. In
planning for anticipated shortages, the organization first needs to consider whether
the shortage is expected to be temporary or indefinite. This has implications for
whether the organization should hire temporary or permanent employees or even
consider subcontracting work to an outside vendor. If permanent employees are to
be hired, the plan needs to be comprehensive and consider the types of employees
that should be recruited, whether they should be recruited internally or externally,
how long they will need training to perform at acceptable levels, and how long the
recruiting process has historically taken.
Another important consideration is whether the individuals will need the latest
skills or whether the organization requires more hands-on practical experience. The
former strategy would suggest recruiting younger employees directly out of formal
schooling or training programs; the latter strategy would suggest recruiting from

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competitors or -possibly having older workers post-pone retirement or work on a
contract or part-time consulting basis.
In the realm of economics, the equilibrium between labor needs and labor
supply is a delicate balance that often proves challenging to maintain. When there is
an excess of labor supply compared to the demand for workers, a surplus issue
arises. This surplus can have detrimental effects on both employers and employees,
as well as the overall economy. Employers may find themselves inundated with job
applications, making the hiring process more arduous and time-consuming. This
surplus of labor can also drive down wages as workers compete for a limited
number of positions. On the other hand, employees may struggle to secure stable
employment, leading to financial insecurity and a decrease in overall consumer
spending. From a macroeconomic perspective, a surplus of labor can hinder
economic growth and productivity. When there are more workers than available
jobs, resources are not being utilized efficiently, leading to a decrease in output and
potential GDP. This can have ripple effects throughout the economy, impacting
industries and sectors beyond just the labor market. If a surplus of employees is
anticipated, a critical strategic issue that must be addressed is whether this surplus is
expected to be temporary or permanent. The most extreme action to reduce a
surplus is to lay off employees. Layoffs should usually be conducted only as a last
resort, given the effects they can have on the morale of remaining employees as
well as the significant economic costs that often result from large-scale layoffs.
Surpluses can also be addressed through early retirement programs, transfer, and
retraining of existing employees, and/or an across-the-board reduction in salaries or
working hours.

1.1.4.4. Solutions:
To address the issue of balancing the labor needs and the labor supply, an
organization needs to have a specific plan to avoid the shortage and surplus issue.
To be specific, they need to figure out how large an applicant pool is needed and
when recruiting efforts should begin to recruit and select the new employees.
As for the shortage issues, some solutions are offered, such as recruiting new
permanent employees, offering incentives to postpone retirement, rehiring retirees
part-time, attempting to reduce turnover, working current staff overtime,

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subcontracting work out, hiring temporary employees, redesigning job processes so
that fewer employees are needed. Overall, the organization must initially assess
whether the scarcity will be of short-term duration or will persist indefinitely. This
decision will affect the choice between hiring temporary or permanent employees or
potentially outsourcing the work to an external vendor. In the case of hiring
permanent employees, it is crucial to develop a thorough plan that takes into
account the specific types of employees needed, whether internal or external
recruitment is preferred, the duration of training required for them to reach
satisfactory performance levels, and the historical timeframe for the recruiting
process. The organization must initially assess whether the scarcity will be of short-
term duration or will persist indefinitely. This decision will affect the choice
between hiring temporary or permanent employees, or potentially outsourcing the
work to an external vendor. In the case of hiring permanent employees, it is crucial
to develop a thorough plan that takes into account the specific types of employees
needed, whether internal or external recruitment is preferred, the duration of
training required for them to reach satisfactory performance levels, and the
historical timeframe for the recruiting process. To do this, the organization must
accurately forecast how long it expects the employee shortage to last. Temporary
employees obtained from an agency usually cost more per hour to employ than
permanent workers; however, unlike permanent employees, temporary employees
are not paid when there is no work for them to do, particularly if they are hired on a
project basis. Temporary employees are not provided benefits and cannot file claims
for unemployment compensation when their employment ends. Temporary
employees also provide flexibility for employers because payroll can be quickly and
easily contracted during downturns without having to result in layoffs. Therefore,
depending on the issue, the organization should implement one of the discussed
strategies.
As for the surplus issue, some solutions are offered such as hiring freezes; do
not replace those who leave; offering early retirement incentives; reducing work
hours; voluntary severance; leaves of absence; across-the-board pay cuts; layoffs;
reducing outsourced work; employee training; switch to variable pay plan;
expanding operations. Effective HR planning in most instances can reduce or
eliminate the need for any kind of large-scale reductions in force or layoffs.

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Regardless of the size of the surplus, employers must identify the real reason for the
excess number to determine an appropriate response. This strategic perspective
determines whether the surplus is expected to be temporary or permanent to assist in
developing a plan of action with a corresponding time frame. For example, longer-
range surpluses can often be managed without the need for layoffs by utilizing
hiring freezes, not replacing departing employees, offering early retirement
incentives, and through cross-training of certain employees to allow them to
develop skills that the organization anticipates needing. Short-run surpluses can be
managed through loaning or subcontracting employees, offering voluntary leaves,
implementing across-the-board salary reductions, or redeploying workers to other
functions, sites, or units.
As for figuring out how large an applicant pool is needed and when recruiting
efforts should begin to recruit and select the new employees. Both these questions
can be answered by reviewing data from past recruiting efforts. A recruiting
pyramid can be constructed by using yield ratios that show, traditionally, how many
employees pass from one stage of the recruiting process to the next. This can help
the organization determine how large an applicant pool to seek. The organization
could use historic yield ratios to determine how extensively to recruit.
And when the organization should recruit and select the new employees? An
organization must determine when to begin its recruiting efforts to ensure that
trained employees will be ready when the organization needs them. Here, an
organization works backward from the time employees will be needed to determine
when to begin recruiting. In fact, the first quarter of the new year is usually a hectic
time for recruitment since new budgets are being established and new hiring
managers are starting. This time of year, employees take less vacation because
they’re just coming out of the holiday season, which helps to speed up the hiring
process in quarter one. The last thing on hiring managers’ minds is, well, recruiting
in the month of November and December. This is a time when the holidays are in
full swing, when budgets are being finalized for the upcoming year, and managers
are in catch-up mode. One caveat must be issued concerning the use of recruiting
pyramids and timelines. Because they are based on past recruiting data, they may
need to be adjusted if labor market conditions have changed dramatically. Higher or
lower unemployment, changes in the competitiveness of the industry, and/or the

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attractiveness of the employer with competitors might make the staffing process
easier or more difficult than it had been in the past. Managers should assess how
any changed conditions might impact the size of the applicant pool, the ratios,
balancing the labor needs and labor supplies and the timeline to figure out the
appropriate period to recruit and select the new employees

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 2CHAPTER 2: RECRUITMENT AND SELECTION:
2.1. The related definition of recruitment and selection planning:
Recruitment is a process that attracts potential future employees who have
KSAOs (knowledge, skill, ability, and other characteristics) that will help the
organization achieve its strategic goals. Recruiting refers to all organizational
practices and decisions that affect either the number or types of individuals willing
to apply for and accept job offers. This includes converting the leads generated
during sourcing into job applicants, generating interest in a company and its jobs,
and persuading candidates to accept job offers extended to them. Recruitment
activities to be designed with a long-term perspective to match corporate strategies,
candidates with jobs; create a responsive and dynamic organization.
Selection refers to the process of assessing and evaluating of job applicants for
purposes of determining the likely fit between the person and the job. Selection
process is based on the logic of prediction, which holds that indicators of a person’s
degree of success in past situations should be predictive of how successful applicant
will likely be in new situations. Selection activities to be designed with a long-term
perspective to match corporate strategies, and help create a responsive and dynamic
organization. Additionally, selection activities also follow the RVU principle:
Reliability (which refers to how stable or repeatable a measurement is over a variety
of testing conditions), Validity (which addresses the questions off what a test
measures and how well it has measured it) and Utility (which refers to the overall
usefulness of a personnel selection procedure).

2.2. External and internal recruitment:

2.2.1. External recruitment:
External recruitment involves applying marketing principles to attract
potential applicants to an organization. The process begins with strategic planning,
where recruitment goals are defined, and decisions are made regarding open or
targeted techniques. The organization establishes the message to be communicated
and selects the media for conveying it. Applicant reactions and legal considerations
are important throughout the process. Strategic external recruitment planning
focuses on aligning recruitment with organizational goals, identifying the types of

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employees needed, determining the recruitment scope, and addressing
administrative issues. Successful recruitment depends on careful planning, effective
messaging, and adherence to legal requirements.
2.2.2. Internal recruitment:
Internal recruitment is the process of attracting and identifying current
employees for open job positions within an organization. It offers several
advantages, such as familiarity with the organization's culture, existing relationships
with coworkers, and potentially reduced training needs compared to external hires.
Effective internal recruitment is crucial due to the prevalence of internal labor
markets. The process involves several steps, starting with recruitment planning and
developing a strategy for sourcing candidates through methods like job postings,
intranets, nominations, talent management systems, and more. Communication
messages, job postings, and legal considerations are also important aspects of the
process. Internal recruitment focuses on matching employee KSAOs (knowledge,
skills, abilities, and other characteristics) with organizational needs, aiming to
enhance existing capabilities rather than bringing in new ones. Integration with
employee training and development programs is essential. Attention should be
given to organizational and administrative issues that facilitate effective matching
of internal applicants with available positions. Sources of internal recruitment
include succession management, talent inventories, employee development, job
posting systems, employee referrals, promotions, transfers, lateral moves, and job
rotation.

2.3. Steps of recruitment’s implementation

2.3.1. Steps of external recruitment’s implementation
The first step is recruitment planning, the organization need to figure out the
administrative issues. One crucial decision is whether to handle recruitment in-
house or engage external recruitment agencies. While external partners offer
benefits like access to a wide applicant pool and specialized software platforms, in-
house recruiters possess valuable knowledge about the organization's culture and
can effectively convey it to candidates. Crafting recruitment messages and personal
contact with applicants are best managed in-house, while tasks such as developing
application portals and tracking applicants can be outsourced. Effective recruitment

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often requires a combination of external partnerships and in-house coordination.
Another consideration is whether to adopt a centralized or decentralized recruitment
approach. Centralization ensures consistency and avoids duplication of efforts,
while decentralization allows for quicker placement and responsiveness to specific
business unit needs. Organizations can also choose between individual recruitment
alliances, offering autonomy and customization, or cooperative alliances, providing
access to a wider talent pool and shared resources. Developing a recruitment guide
clarifies expectations, ensures compliance, and provides a roadmap for filling job
requisitions. Process flow and record-keeping are vital to manage the high volume
of data associated with recruitment. An information system tracks applicant
progress, while record-keeping documents reviews, decisions, and communication
with candidates. Overall, effective recruitment management necessitates strategic
decision-making, clear guidelines, and robust systems for process flow, record-
keeping, and communication with applicants. The second step in recruitment
planning involves considering the recruitment budget. The recruitment process can
be costly, encompassing expenses such as staff time, advertising, website
development, personal contacts, and logistics. It is essential for HR to track both
costs and returns on recruitment practices. Applicant tracking systems facilitate the
estimation of metrics and help assess the effectiveness of different recruitment
techniques. Establishing a well-developed recruitment budget is crucial, accounting
for staff time, recruiter salaries, memberships with online recruitment sources and
social media, external vendors for materials, and travel costs. Assessing the
effectiveness of recruitment techniques allows organizations to focus on cost-
effective methods and eliminate those with lower returns on investment. The third
step entails strategy development, starting with the decision between open or
targeted recruitment. Open recruitment considers all applicants without
segmentation based on qualifications, promoting fairness but potentially resulting in
a high volume of applications and overlooking qualified candidates. Targeted
recruitment identifies specific segments in the labor market likely to have qualified
candidates, enabling tailored messaging and more effective talent attraction.
Organizations can combine both approaches by encouraging all applications while
making efforts to reach specific populations, but careful consideration of targeted
groups and necessary job skills is important to avoid unintended exclusion. External
recruitment sources include in-house sources, job fairs, trade fairs, written job

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advertisements, resume databases, career sites, internet job boards, search firms, and
acquisitions/mergers. The choice between open and targeted recruitment determines
the overall approach and sources used, considering the organization's specific needs,
resources, and goals. The final step is transition to selection. The organizations need
to consider the plan related to this situation. Preparing job seekers for the selection
process is crucial to ensure their smooth transition and prevent the loss of qualified
candidates. It is important for organizations to inform applicants about the next
steps and requirements of the hiring process. Failure to do so may lead candidates to
believe that delays indicate a lack of interest or their own inadequacy. The
connection between recruitment and selection is often demonstrated in college
career placement offices, where visiting corporations host information sessions and
social events to promote themselves to students. These events provide job seekers
with job information, previews of the selection process, and opportunities for
recruiters to assess candidates. Campus recruiters conduct preliminary interviews
and introduce realistic job information, including details about the selection process.
It is essential for organizations to explain the selection process to candidates,
fostering trust and understanding. To effectively prepare applicants, organizations
should review selection method instructions, explain the rationale behind each
component, and provide opportunities for discussion, especially for unfamiliar or
uncomfortable selection methods.
2.3.2. Steps of internal recruitment’s implementation.
The first step is the recruitment planning, the organization need to figure out
the administrative issues. Firstly, the organiztion need to focus on requisitions: the
timing and lead time concern. when it comes to requisitions, organizations need to
consider the timing and lead time for both internal and external recruitment. Internal
recruitment not only fills vacancies but also creates new ones when internal
candidates are promoted or transferred. Coordinating internal and external efforts is
crucial to avoid negative outcomes such as hiring multiple candidates for one
vacancy or causing dissatisfaction among current employees. Collaboration between
internal and external professionals, along with the line manager, is necessary to
synchronize recruitment efforts. The organization should establish policies defining
the desired number and types of candidates from both internal and external sources.
Communication and collaboration between external recruiters and internal

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placement professionals are crucial for a seamless recruitment process. Regarding
the budget, the organization's budgeting process for internal recruitment should
align with external recruitment. However, the cost per hire may vary between
internal and external recruitment. Internal recruitment can sometimes be costlier due
to the expenses involved, such as counseling internal candidates who were not
selected on how to further develop their careers. External recruitment, on the other
hand, often requires simpler and less costly rejection procedures. For internal
recruitment, a recruitment guide should be developed. This formal document
outlines the process for attracting applicants to a vacant job, including the time,
money, and staff activities required. It also includes steps to fill the vacancy created
by an internal candidate leaving to take on a new job. The recruitment guide ensures
a structured approach to internal recruitment activities.
The second step is the organization need to have strategy development: closed
or open recruitment or hybrid recruitment?
Technique Advantages Best when

Identifies more candidates,

including those who might be
 Issues exist about
overlooked in a closed system
Open perceived fairness
Makes rules and regulations
recruitment  Hidden talent might be
explicit and open to all employees
overlooked
Sometimes required by labor
requirements

 Managers need to the new

Less expensive in terms of search
candidate to start
costs
immediately
Offers a quicker response
Closed  Jobs require a very narrow
Less cumbersome when only a and specialized set of
select few meet the minium KSAOs
requirements

Hybrid Finds a large number of  Adequate resources are

candidates available to run such a

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 hybrid system
Everyone has an opportunity to
 Jobs are especially key to
apply
organizational success

The final step in recruitment planning is the transition to selection. In the case
of internal recruitment, organizations should not assume that job seekers understand
the selection procedures automatically just because they are already part of the
organization. It is important to provide a thorough understanding of the selection
process, especially if there has been a significant time gap since the candidate's
previous experience. Internal mobility decisions involve sharing information about
leadership expectations and assisting employees in developing the necessary skills.
Recruitment, selection, and development converge in succession management
efforts, particularly when transitioning employees to managerial positions. Ongoing
communication regarding skills, expectations, and responsibilities facilitates a
smooth transition once an employee is offered a higher-level position.

2.4. Steps of selection’s implementation

As for the external selection, there are nine steps in the selection process:
Step1: Deal with responses to job advertisement , send application forms
Step 2: Assess CVs and application forms
Step 3: Sort applicants into “possible”, “unsuitable” and “marginal”
Step 4: Invite candidates for interviews
Step 5: Selection testing, if suitable
Step 6: Review un-interviewed “possible”, “marginal”
Step 7: Reference checks
Step 8: Send standard letters to unsuccessful applicants
Step 9: Make a provisional offer to the recruit.
As for the internal selection plan, it seems that internal selection is based on
"who you know" rather than on relevant knowledge, skill, ability, and other
characteristics (KSAOs). Managers tend to rely heavily on the subjective opinions

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of previous managers who supervised the internal candidate. When asked why they
rely on these subjective assessments, the answer is often, "because the candidate has
worked here for a long time, and I trust the supervisor's feel for the candidate."

2.5. Evaluation
About the recruitment, evaluating based on quantity, quality, cost, impacts on
HR outcomes
About the selection process, evaluating based on the selection costs (Total
selection cost, average selection cost per applicant); selection quality (Performance
appraisal results of new recruits after trial period, Employee turnover index
(sometimes referred to as the employee or wastage index)
In conclusion, effective human resources planning helps organizations
anticipate and prepare for changes in the workforce, such as retirements,
resignations, or expansions. This proactive approach minimizes disruptions in
operations and ensures continuity in business activities. Additionally, HR planning
allows companies to identify skill gaps within the organization and develop
strategies to address them through recruitment and training programs. In the
recruitment and selection process, HR planning provides a roadmap for attracting
and retaining top talent. By understanding the current and future needs of the
organization, HR professionals can tailor their recruitment efforts to target
candidates who possess the skills and competencies required to drive the business
forward. This strategic approach not only enhances the quality of hires but also
contributes to the overall success of the organization.

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 3CHAPTER 3: THE SIGNIFICANCE OF HUMAN RESOURCE
PLANNING IN RECRUITMENT AND SELECTION.
Human resource planning holds significant importance in the recruitment and
selection process within the framework of strategic human resource management. It
encompasses forecasting future needs by analyzing an organization's current and
future human resource requirements in alignment with its strategic goals. This
planning process enables the identification of skill gaps in the workforce,
facilitating the design of recruitment and selection strategies that target specific
competencies. By proactively identifying talent needs, human resource planning
ensures efficient talent acquisition, minimizing risks and costs associated with last-
minute hiring decisions and optimizing resource utilization.
One of the key aspects of human resource planning is its role in forecasting
future talent needs. HRP provides a basis for a systematic approach to asess the
number and the type of people needed and take into account information on the
supply of labor and environmental scanning. HRP also helps to reduce the risk of
skills and staff shortages/surplus in recruitment plan, make plan effectively,
strategically aligns HR policies and practices with the organization’s strategic aim,
scenario planning, having back up plans may reduce the impact of change in
recruitment and selection plan. HR professionals need to consider various factors,
such as business growth, technological advancements, and market trends, to
anticipate the organization's future workforce requirements. By conducting a
thorough analysis of both internal and external factors, organizations can gain
insights into the types of skills and competencies that will be vital for their success.
This proactive approach allows them to plan recruitment and selection activities in
advance, ensuring that the right talent is available when needed.
Moreover, human resource planning enables organizations to identify skill
gaps within their workforce. By evaluating the current capabilities of employees,
HR professionals can determine areas where additional talent is required. This
analysis serves as a foundation for designing effective recruitment strategies that
target specific competencies. For instance, if an organization identifies a shortage of
employees with certain technical skills, it can tailor its recruitment efforts to attract
candidates with expertise in those areas. This targeted approach enhances the

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likelihood of finding candidates who possess the required skills to contribute to the
organization's strategic objectives.
Furthermore, effective human resource planning contributes to minimizing
risks and costs associated with the recruitment and selection process. When talent
needs are identified in advance, organizations have sufficient time to plan and
execute their recruitment strategies. They can allocate resources, such as budget and
personnel, more efficiently, reducing the need for rushed hiring decisions. This
proactive approach also allows organizations to explore various recruitment sources
and methods, including internal promotions, employee referrals, job boards, and
social media. By widening the talent pool and attracting a diverse range of
candidates, organizations increase their chances of finding individuals who bring
unique perspectives and capabilities to the organization. resource planning also
plays a crucial role in succession planning. Succession planning involves
identifying and developing potential future leaders within the organization. By
analyzing the organization's long-term leadership needs, HR professionals can
identify key positions that may become vacant in the future and develop strategies
to groom suitable candidates. This proactive approach ensures a smooth transition
of leadership, minimizing disruptions caused by sudden departures or retirements.
Effective succession planning not only helps organizations maintain stability but
also enables them to build a pipeline of talent that is well-prepared to take on future
leadership roles.

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 4CHAPTER 4. ROLES OF HUMAN RESOURCE DEPARTMENTS
AND OTHER STAKEHOLDERS:
As for human resource planning, both line managers and HR specialists are
involved in HRP, so the roles and responsibilities of each must be determined. As
noted previously, in an ideal situation there would be a constant flow of information
among those involved in HRP, with line managers indicating how needs are
expected to change, and HR staff describing the KSAO resources within and outside
the organization that can be used to meet these needs in the future. To ensure that
HRP is effective, experts also emphasize the importance of having a higher-level
executive to champion this workforce planning process. This can ensure plans are
integrated with the company's strategic plans, and it facilitates line manager
engagement in the process. The process begins with line staff evaluating their
current capabilities and future needs based on strategic plans for the organization.
The HR staff then takes the lead in proposing which types of HRP will be
undertaken and when, and in making suggestions with regard to
comprehensiveness, planning time frame, and job categories and levels.
Final decisions on these matters are usually the prerogative of line
management. Once an approach has been decided on, task forces of both line
managers and HR staff are assembled to design an appropriate forecasting and
action planning process and to do any other preliminary work. Once these processes
are in place, the HR staff typically assumes responsibility for collecting,
manipulating, and presenting the necessary data to line management and for laying
out alternative action plans (including staffing plans). Action planning usually
becomes a joint venture between line managers and HR staff, particularly as they
gain experience with, and trust for, one another. Specifically, in human resource
planning, the human resource department is responsible for maintaining information
on head-count data. This data includes the current workforce and their availability,
as forecasted in each job category/level, to help managers with expertise in the field
estimate labor needs and supply. This collaboration with the human resource
department allows for effective planning regarding the number of people to be
recruited, the desired level of expertise, and whether external or internal recruitment
methods should be utilized to optimize costs.

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 As for the recruitment and selection process, there are the responsibilities of
human resource department and other stakeholders:

 Human resource planning:

HR Departments: HR departments take the lead in HRP by assessing the
organization's current and future workforce needs. They analyze factors such as
organizational goals, anticipated growth, and changes in job roles to determine the
required staffing levels and competencies.
Other Managers: Other managers, such as department heads or hiring
managers, collaborate with HR departments to provide input on specific staffing
needs within their respective teams. They communicate their team's requirements,
including the number of positions, skills, and qualifications necessary.

 Recruitment strategy development:

HR Departments: Based on the information gathered during HR planning, HR
departments develop recruitment strategies that align with the organization's goals
and objectives. They determine the most effective sourcing channels, create job
advertisements, and establish selection criteria.
Other Managers: Other managers provide valuable insights into the skills and
qualifications needed for their teams. They work closely with HR departments to
ensure that the recruitment strategy reflects the specific requirements of the
positions they are hiring for.

 Candidate sourcing and screening:

HR Departments: HR departments are responsible for attracting and sourcing
potential candidates through various channels. They manage job postings, screen
resumes, conduct initial assessments, and shortlist qualified candidates based on the
established criteria.
Other Managers: Other managers play a crucial role in candidate screening
and evaluation. They participate in interviews, assess candidates' technical skills
and cultural fit, and provide feedback to HR departments. Their expertise and
insights help in selecting the most suitable candidates.

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  Decision making and selection:
HR Departments: HR departments facilitate the decision-making process by
consolidating feedback from other managers and ensuring that the selection process
is fair and equitable. They are also responsible for designing and implementing test,
designing and conducting interviews. They may conduct additional assessments,
reference checks, and background screenings before making final recommendations
to hiring managers.
Other Managers: Hiring managers and department heads make the final
decisions regarding candidate selection. They rely on HR departments'
recommendations, interview assessments, and their own evaluation to determine the
best-fit candidates for their teams. They also participate in conducting interview
with HR department.

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 CONCLUSION
The significance of HR planning in recruitment and selection is paramount for
organizations aiming to succeed in today's competitive landscape. HR planning
serves as a strategic foundation that aligns workforce needs with organizational
goals, ensuring the right talent is acquired and retained. By forecasting labor
requirements, HR planning can contribute to creating an efficient recruitment and
selection process for businesses. It enables organizations to anticipate their staffing
needs and plan ahead, ensuring that they attract and retain the right talent at the
right time.

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 REFERENCE
1. Jeffrey A. Mello, STRATEGIC HUMAN RESOURCE MANAGEMENT,
fourth edition.
2. Herbert G. Heneman III, Timothy A. Judge, John Kammeyer – Mueller,
STAFFING ORGANIZATIONS, ninth edition.

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