RECRUITMENT

& SELECTION
 Strategic staffing
WORKFORCE The process that organizations
use to identify and address the
PLANNING staffing implications of their
business strategies and plans
(Bechet, 2008)
WORKFORCE is an ongoing process that is
constantly changing to find a
PLANNING competitive advantage.
WORKFORCE PLANNING

Mission Environmental Objective Strategy

Determination Assessment Setting Setting
WORKFORCE
PLANNING ❖Decide what is to be
accomplished
(purpose).
Mission ❖Determine principles
that will guide the
Determination effort.
 WORKFORCE
▪ Determine external PLANNING
conditions, threats,
and opportunities.
▪ Determine Environmental
competencies,
strengths, and Assessment
weaknesses within
the organization
WORKFORCE
PLANNING Specifying corporate-level
objectives that are:
❖ Challenging, but attainable

Objective ❖ Measurable
❖ Time specific
Setting ❖ Documented (written)
 WORKFORCE
PLANNING
Specifying and
documenting
corporate-level
strategies and Strategy
planning Setting
 BENEFITS OF
WORKFORCE
P L A N N I NG
(SINCLAIR, 2004)
▪ Direct and substantive effects of workforce
planning.
▪ Ensure replacements are available to
fill important vacancies.
▪ Provide realistic staffing projections for
budgeting purposes.
PRACTICAL ▪ Provide a clear rationale for linking
expenditures for training and retaining,
BENEFITS development, career counseling, and
recruitment efforts.
▪ Help maintain and improve a diversified
workforce.
▪ Help prepare for restructuring and
expanding the workforce.
BENEFITS OF WORKFORCE PLANNING
(SINCLAIR, 2004)
PRACTICAL
BENEFITS
PROCESS
BENEFITS
 BENEFITS OF
WORKFORCE
PLANNING
(SINCLAIR, 2004)
PROCESS • Indirect benefits in the workforce
planning process.
BENEFITS
✓ Provides organization members the
opportunity to think about the
future.
✓ Allows the organization to align and
centralize efforts in the context of
decentralization.
✓ Integrates various organizational
actions for the purpose of
reinforcing the strategy.
WORKFORCE
PLANNING
Getting the right number of people with
the right competencies in the right jobs at
the right time (Sinclair, 2004).
Human resource planning
Succession planning
Building bench strength
 Requirements Forecast Availability Forecast

Determining the number, skill, and location will need

Human at future dates to meet its goal.

Resource ▪ Zero-Base
▪
Forecast
Forecasting method that uses the organization’s current level of

Planning employment as the starting point for determining future staffing needs.

▪ Bottom-Up Forecast
▪ Forecasting method which each successive level in the organization, starting
with the lowest, forecasts its requirements, ultimately providing an
aggregate forecast of employees needed.
 Requirements Forecast Availability Forecast

▪Determinationof whether the firm will

Human be able to secure employees with the
Resource necessary skills, and from what
Planning sources.
Human Resource
Planning
Critical issues to consider in staffing:
Changing nature of work and the
workforce
Increased competition for the best
workers
Assuring that there is a good “fit”
between workers and organizations
Increasing workforce diversity
Human Resource Planning
Talent Inventory

Workforce Forecast

Action plans

Control and Evaluation

JOB
ANALYSIS
Is a method for describing jobs
and the human attributes
necessary to perform a job
JOB ANALYSIS
▪ The purpose of job analysis is to obtain
answers to six important questions:
▪ What physical and mental tasks does
the worker accomplish?
▪ When is the job to be completed?
▪ Where is the job to be accomplished?
▪ How does the worker do the job?
▪ Why is the job done?
▪ What qualifications are needed to
perform the job?
 The three elements that comprise a
formal job analysis (Brannnick, Levine, &
Morgeson, 2007).

The procedure must be orderly

Job Analysis
A job must be broken into smaller units.

The analysis results in some written

product.
Reasons for Conducting Job Analysis
Training and Performance
Staffing
Development Appraisal

Safety and Employee and

Compensation
Health Labor Relations

Legal
Considerations
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ Document that provides information regarding the

essential tasks, duties, and responsibilities of a job.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪A document that outlines the minimum acceptable

qualifications a person should possess to perform a
particular job.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ Anassessment of the relative value of a job to

determine appropriate compensation.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ Appraisal of employee job performance.

Job Description
▪ Information obtained through job analysis is crucial to the development of job
descriptions. It is vitally important that job descriptions are both relevant and
accurate.
▪ They should provide concise statements of what employees are expected to do on the
job, how they do it, and the conditions under which the duties are performed.
▪ The phrase “and performs other jobs related duties as assigned”
Sections of Good Job Description
• An accurate title describes the nature of the job.
• If the job title indicates the true nature of the job, potential applicants for a
JOB TITLE position will be able to determine whether their skills and experience match
those required for the job

• The summary needs to be only a paragraph in length

but should briefly describe the nature and purpose BRIEF SUMMARY
of the job.

WORK • The work activities section lists and activities in which the
ACTIVITIES worker is involved

• This section lists all the tools and equipment used to TOOLS AND
perform work activities. EQUIPMENT USED
Sections of Good Job Description
• Describes the environment in which the employee works and should
mention stress level, work schedule, physical demands, level of
JOB CONTEXT responsibility, temperature, number of coworkers, degree of danger,
and any other relevant information.

• Contains a relatively brief description of how an

WORK
employee’s performance is evaluated and what work
standards are expected of the employee. PERFORMANCE

COMPENSATION • Contains information on the salary grade whether the position is

INFORMATION exempt, and the compensable factors used to determine salary.

• Job specifications are determined by deciding what type of

JOB
KSAOs are needed to perform the tasks identified in the job
analysis COMPETENCIES
 Job Oriented Person Oriented

❖ It provides information about the nature of tasks done on the job.

❖ Five levels of specificity:
1. POSITION a collection of duties that can be performed by a single individual.
2.DUTY is a major component of a job. For example, a police officer his duty would be
arrest suspects.

Category of Each duty is accomplished by performing one or more associated task.

3. TASK is a complete piece of work that accomplishes some particular objective.

Job Analysis For example, drive to suspect’s house in police car to take person into custody
4. Each task can be divided into ACTIVITIES which are the individual parts that make
up the task.
For example, put handcuffs on suspect
5. To accomplish this activity, several very specific actions or ELEMENTS are involved.
Example:
a. release clip holding handcuffs on belt
b. take handcuffs in right hand
c. open handcuffs with left hand
d. place handcuff on suspect’s wrist
e. close handcuff
 Job Oriented Person Oriented

It provides a description of the attributes, characteristics, or KSAOs

necessary for a person to successfully perform a particular job.
➢ Knowledge is what a person needs to know to do a particular job.
For example, a carpenter should have knowledge of local building
codes and power tool safety.
Category of ➢ Skill is what a person can do on the job. For example, a carpenter
should have skill in reading blueprints and in using power tools.
Job Analysis ➢ Ability is a person’s aptitude or capability to do job tasks or learn
to do job tasks. It is a person’s potential to develop skills. Most
skills require one or more abilities. For example, the skill of using
power tools requires several abilities, including hand eye
coordination. To build the roof on a house, a carpenter should have
good balance and ability to work quickly.
➢ Other personal characteristics include anything relevant to the job
that is not covered by the other three. For example, a carpenter
should have willingness to do manual tasks and to work outdoors.
APPROACHES TO COLLECTING JOB
ANALYSIS INFORMATION

Observation Participation Existing data

Interview Surveys Job Diaries

 Competencies and
Competency
Modeling
▪ Competency refers to an individual’s capability
to orchestrate and apply combinations of
knowledge, skills, and abilities consistently
over time to perform work successfully in the
required work situations.
▪ Competency modeling specifies and defines all
the competencies necessary for success in a
group of jobs that are set within an industry
context.
1) Foundational Competencies
2) Industry Related Competencies
3) Occupation-Related Competencies
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Changes
in the content and level of
responsibility of a job to provide greater
challenges to the worker.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Increasingthe number of tasks a worker

performs, with all the task at the same
level of responsibility.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Movesworkers from one job to another

to broaden their experience.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Fundamental rethinking and radical

redesign of business processes to achieve
dramatic improvements in critical,
contemporary measures of performance
such as cost, quality, service and speed.