Definition of Terms

HUMAN RESOURCE MANAGEMENT

Is the effective use of an organizations
human resources to improve its
performance.
the productive use of people in achieving
the organizations strategic business
objectives and the satisfaction of the
individual.
Acquisition
Is an activity which are done by HRM
professional to execute their human resource
plan.

there duties consist of human resource

planning for employees, which includes
activities related to analyzing employment
needs, determining the necessary skills for
positions, identifying job and industry trends,
and forecasting future employment levels and
skill requirements.
The acquisition function also
encompasses activities related to
recruiting workers, such as designing
evaluation tests and interview
methods.
HUMAN RESOURCE
PLANNING
Human Resource Planning

is the process by which management

ensures that it has the right personnel
who are capable of completing those tasks
that help the organizations reach its
objectives.

it is the development of strategies for

matching the size and skills of the
workforce to organizational needs.
 assists organizations to recruit, retain,
and optimize the deployment of the
personnel needed to meet business
objectives and to respond to changes in
the external environment.

The definition implies that HR planning

banks on a process which result in
developing a strategy framework in
providing assistance to companys overall
business objectives
The Human Resource Planning Process
Analyzing
The first step in the planning process is to
analyze the environmental factors that
impact on your firms labor demand.

The overall organization direction and

strategy impacts the demand for human
resources.
Forecasting

is a science and less than an art.

predicting of what will happen in the
future

Technical Methods for Human Resource Planners

STATISTICAL METHOD

JUDGEMENTAL METHOD
STATISTICAL METHOD
is excellent in extrapolating labor demand
based on historical trends. Under normal
conditions, the method gives more precise
predictions than judgmental.
statistical method that works from
historical trends has little value.

JUDGMENTAL METHOD
This qualitative approach avails of the
opinion of department managers on their
future needs.
 INTERNAL SUPPLY CONSIDERATION

Turnover rate
is a very important factor to be considered in your
internal manpower supply.
the rate at which people leave a place, company,
etc., and are replaced by others.

2 Kinds of Turnover

Resignation
Dismissal
Resignation can be due to :

Accepting a job elsewhere

Poor health
Putting ones own business, taking up further
studies or raising a family
Migrating abroad
Accepting a voluntary retrenchment
Relocating to another place
Dismissal can be due to:

Misconduct
Forcible resignation due to poor performance
or other reasons by paying separation pay or
ex gratia
Authorized causes under the law such as
retrenchment due to losses or to avoid losses,
automation, retirement, or sickness that will
incapacitate the employee for more than six
(6) months as certified to by a competent
public physician.
The common formula for determining turnover rate:

Number of staff leaving in a year

Average number employed in a year 100

The alternative calculation is called STABILITY

INDEX, calculated as follows:

# of employees with one year service at 31 December

Number employed one year ago X 100
RECRUITMENT
Definition of Terms

Recruitment
is the process of identifying that the organization
needs to employ someone up to the point at which
application forms have arrived at the
organization.

Selection
processes involved in choosing from applicants a
suitable candidate to fill a post.

Placement
is the actual hiring which includes orientation
and the acculturation process.
ADOPTING RECRUITMENT POLICY

The policy should be directed to the following objectives:

1. Hire the right person;

2. Conduct a wide and extensive search of the potential position
candidates;
3. Recruit staff who are compatible with the style of management
and the culture of your company;
4. Handle applicants with due diligence, speed, and courtesy;
5. Hire from within and develop existing employees to qualify them
for consideration for promotion;
6. Make sure that no false or exaggerated claims are made in
recruitment announcement or help wanted advertisement; and
7. Place individuals in positions with responsibilities and train
them to enhance their career and personal development.
Notes on the policy of attracting internal versus
external applicants

Advantages of Internal Recruiting

1. It is usually cheaper in terms of starting pay and faster to fill
up internal vacancies.
2. Savings can be made since individual with inside knowledge
of how business operates will need shorter periods of training
and time for fitting in.
3. It improves employees morale; it acts as incentive top all staff
to work harder within the organization.
4. From the companys point of view, the strengths and
weaknesses of an insider will have been assessed.
5. Internal employees are already attuned to the culture of the
organization.
6. The organization is unlikely to be disrupted by someone used
to working with others in the company.
7. Keeps propriety and industry knowledge inside the
organization.
 Disadvantages

1. The management will have to replace the person

who has been promoted, creating a ripple effect-
more job openings occur as employees are moved
about.
2. Promoting from within may upset some inside the
company thereby lowering the morale of those not
selected for the position.
3. Deprives the company from getting fresh views
and new ways of doing things.
4. Creates negative internal competition for the
position.
5. An insider may be less likely to make essential
criticisms to get the company working more
effectively.
Advantages of External Recruitment

1. Draws upon a wider range of talent, and

provides the opportunity to bring new
experience and ideas into the organization,
enhancing creativity and innovation.
2. Brings in an opportunity to acquire new skills
and competencies not found in the
organization.
3. Enables the organization to hire people with
knowledge of competitors secret an easy
though arguably dubious way of conducting
competitive intelligence gathering.
 Disadvantages

1. Usually more costly to hire somebody from

outside.
2. The outsider does not fit into the organizations
culture.
3. Some risks failure, an employee could be less
effective in actual job than what appears on
paper application and interview.
4. Takes a longer time to get acclimated to the job
and to the organizations culture.
5. May demoralize employees who did not get the
promotion and adversely affect their
commitment level.
Stages of Recruitment
Determine whether a vacancy exist.
Prepare Job Description and Person
Identification
Media Announcement
Short-listing
Arrange Interviews
Conduct Interviews
Reference/ Background Checks
Decision to Hire;
Offer to Hire; and
Appointment Action
Determine Whether Vacancy Exist

A vacancy may occur in two ways. (1) when an

employee resigns, retires, die, or discharged from
the service; or (2) when a new position is created
as a result of expansion, restructuring or
reorganization.

Prepare Job Description and Person Specification

Job description has a number of purposes: for recruitment,

job evaluation process, for training programs where
training is focus on the key elements of a job and how
employees can perform better in their jobs; and also in
performance management process where an employees
performance is measured against the requirements of the
job set out in the job description.
Media Announcement

The most common means of media are throgh:

1. Bulletin Boards
2. Word of mouth
3. Professional journals such as
PMAPs people magazine, etc.
4. Employment agencies,
headhunters
5. Campus recruitment
6. Website job market
7. Job Fairs
8. Newspaper advertisements
9. Summer cadre training
Managing the Response

How effective the media announcement to the applicant

who seek to have a job.

Short-listing

Discarding those who are not qualified is

probably the easiest work in the whole process of
recruitment.
Arrange Interviews

The ff. steps may be observed:

1. Arrange and confirm dates and times with candidates.
2. Develop the interview schedule and confirm the applicants for
the interview.
3. Provide a job descriptions
4. Ensure that they are trained in the techniques of the interview.
5. Develop an evaluation tool .
6. Conducting the interview.
 Reference/ Background Check
should be made only for those candidates who
have advanced to the finalist stage and who are
under serious consideration for the job.
Offer to Hire
Important issues that should be addressed in the job offer are:

1. Starting pay, salary compensation.

2. Starting date.
3. Tenure of the contract, whether temporary,
casual, for fixed term or period, probationary
or regular.
4. Benefits; and
5. Any other points of negotiation.
 Using a competency framework

Competency-based selection
is a style of interviewing often used to evaluate a candidates
competence, particularly when it is hard to select on the basis
of technical merit.

Conventional job interviews

may focus on questions relating to an applicants past or
previous industry experience, but this is an ineffective tool for
graduate level candidates who are not expected to have any
former experience in the industry they wish to work in.
Employers typically use some of the ff. as their key
competencies:

1. Teamwork
2. Responsibility
3. Commitment to career
4. Commercial awareness
5. Career motivation
6. Decision Making
7. Communication
8. Leadership
9. Trustworthiness and Ethics
10.Results Orientation
11.Problem Solving
12.Organization
Competency
Is a personal characteristic (skill, knowledge,
trait, values) that drives behavior leading to
outstanding performance

A person demonstrating this competency

would probably be able to:

Challenge current procedures to develop

other alternatives.
Seek ways to improve all aspects of the job
Brainstorm to develop suggestions and new
ideas
Develop several approaches or solutions to a
problem
SELECTION AND SCREENING
Importance of a well organized selection program

Is to acquire people who possess the ability and competence to accomplish

successfully the duties and responsibilities not only of the job to be filled but also
the potential to grow with the company.
It is therefore a good personnel policy to attract and hire for every vacant
positionn
What is a screening interview?

A screening interview is a type of job interview that is

conducted to determine if the applicant has the qualifications
needed to do the job for which the company is hiring. A
screening interview is typically the first interview in the HIRNG
PROCESS

In most cases, a screening interview includes a

brief review of your background, and a list of
questions designed to determine if you're a
viable candidate for the position.
Selection is nothing more nor less than the screening
of applicants on the part of the personnel
department to determine those most qualified to fill
up certain vacant positions.

Selection is a critical component to the growth of

your organization. It is the hardest part when you
need to select from among the best.