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ƥ Human Resource Planning
ƥ 4 Steps/Key questions
ƥ Process overview (describe each in turn)
ƥ Common pitfalls/preventative measures
ƥ R&S in Ireland
ƥ Practical tips (interviews)
 Human Resource Planning
Assess trends in:
- External labour markets, - Current employees
- Future organisational plans, - General economic trends

Predict demand
 
Forecast internal Forecast external
supply supply
 
Compare future demand and internal supply

Plan for short-falls or over-staffing
 'abour Turnover

Number of employees who leave in one year

Ë
  
Average number employed in past year

20% acceptable in modern large-scale

companies
30-35% cause for concern
 Reasons for High Turnover:
ƥ 'ow pay
ƥ 'ong/unsocial working hours
ƥ Absence of promotion prospects
ƥ Bad recruitment/induction
ƥ Bad management
 The Survival Curve

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1. Induction Crises
2. Differential transit
3. Settled Connection
 Recruitment & Selection
!
 
Define the job

Profile the person

Communicate your requirements

Choose methodically
Key Questions
Is there a need for this job?
What does the job involve?
What kind of person do we need?
How do we get that person?
How do we make them welcome?


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Is there a need for this job?
î Re-organise the work
î Use overtime
î Mechanise
î Make the job part-time
î Sub-contract
??? Job analysis

Job description

Person Specification

Recruit

Select

Induct
 Job Analysis Methods
- Questionnaire
- Individual Interview
- Observation
- Expert Analysis
- Work Participation
- Critical Incident Technique
 Uses of Job Analysis Information

Job Description &
Job Specification
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 Elements of a
Job Description
Job title
Department
'ocation
Reports toƦ
Purpose
Main tasks
'iaison & main contacts
Staff responsibilities
Rewards & conditions
 Person Specification Categories
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- Impact on others
- Qualifications
- Innate abilities
- Motivation
- Emotional adjustment

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 Recruitment Methods

1. Internal
2. Using existing contacts
3. External contacts
4. Advertising/media
Sourcing Internal Applicants
! 
Morale of Ɲpromoteeƞ
Cheaper
Better knowledge of ability
! 
In-breeding
Political in-fighting
Sourcing External Applicants
! 
ƝNew bloodƞ
Insights from competitors
Cheaper than training
! 
Orientation time
Morale of internals
May not fit-in
Most Popular Methods
î Ad in local press 93% î Education liason 62%
î Ad in specialist press î Unsolicited application
92% 62%
î Ad in national press î Careers service 49%
81% î Head hunters 50%
î Employment agency î Careers fairs 46%
78% î Internet 44%
î Notice inside premises î Word-of-mouth 43%
78%
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î Job centres 77%
 Successful Job Advert
ƥ Introduction ƛ Attention grabber
ƥ The Company
ƥ The job
ƥ The requirements (JD & PP)
ƥ Incentives
- pay, benefits, job satisfaction, prospects,
location
ƥ Action
Selection Tools
Interview
Psychometric tests
Personality/Attitude Questionnaires
Work sample tests
Assessment Centres
Pin the tail on the donkey
Choosing selection methods
î Selection criteria
î Appropriateness
î Available (HR) expertise
î Administrative ease
î Time
î Accuracy
î Cost
Reliability:
Ʀthe degree to which the selection
tool produces dependable or
consistent results over time.

 #|    #| 

malidity:

Ʀhow well a measure actually

assesses the attribute itƞs being
used to assess.
 Possible Steps
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 The Selection Interview
The selection interview has long been recognised as
having low predictive validity, in that typical
unstructured interviews result in relatively poor
predications of job performance.
!
.
1. Framing the question
2. Controlling the flow
3. 'istening
4. Making judgements
Functions of the Interview

1. Mutual Preview

2. Assessment

3. Negotiation
 Guidelines for Effective
Selection Interviewing

IRN July 1998-

Costs of getting it wrong?

,  
  

Biographical, Behavioural, Situational
 Sample Interview Questions
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Before:
ƥ Study all available information
ƥ Agree coverage plan
ƥ Appoint chairperson
ƥ Allow adequate time
ƥ Climate & physical setting
ƥ Prepare for note-taking
During:
ƥ Establish rapport
ƥ Outline purpose & structure
ƥ Follow the coverage plan ƛ interview in turn
ƥ 'isten (80%)
ƥ Maintain eye contact & give positive feedback
ƛ use silence
ƥ Treat all candidates equally
ƥ Advise candidate of next stage
After:
ƥ Assess candidate against criteria
immediately
ƥ Concentrate on solid facts of past
behaviour
ƥ Incorporate information from other
selection methods
ƥ Advise candidate of outcome A.S.A.P.
 Pitfalls

1. Fail to elicit/hear relevant

information

2. Fail to use/interpret the

information.
Common Errors
- Inadequate preparation
- Halo/horn effect
- Early decisions
- Accuracy of recall
- Selective perception/stereotyping
- Similar to Ơmeơ
- Contrast effects
 Preventative Measures
ƥ Structured Format
ƥ Use job description & person
specification
ƥ Training & experience
ƥ Record during & after against criteria
ƥ Awareness of non-verbal behaviour
 |esponsibility for |ecruitment &
Selection

'  4|4  , 

   
Realistic Job Preview:

Ʀdesigned to enable the candidates to

make an informed choice. Involves
providing them with extensive
information about the organisation and
the job.
 How to succeed
at interviews
ƥ What would be your ideal candidate.
ƥ Prepare, prepare, practiseƦ
ƥ Find out about the job/organisation
ƥ Copy & highlight ƛ applicant, advert. & C.m.
ƥ 5 positive statements about you
ƥ Be up-to-date about developments in your field.
ƥ Decide an acceptable reward package ƛ but let
them bring it up.
 Common Questions
What have you been doing sinceƦ?
What are your strengths/weaknesses as an
employee?
What has been your best achievement?
What are the qualities needed in a good (job
title)?
What do you see yourself doing in 5/10
years?
 Avoid#
ƥ Criticising previous employers
ƥ Personal and domestic matters unless
asked
ƥ Raising reward package
ƥ Name dropping
ƥ Interrupting
ƥ Pretending youƞve a better offer
 Five Fundamental Questions -
Interviewee
1. What does this job involve?
2. Do my skills (etc.) really match this job?
3. Are these the kind of people I would like
to work with?
4. Can I persuade them that there is
something different about me than the
other 19?
5. Can I persuade them to give me the
salary I need/want?
 Five Fundamental Questions
- Interviewer
1. Why are you here?
2. What can you do for us?
3. What kind of person are you?
4. What distinguishes you from the 19
candidates with the same skills?
5. Can we afford you?
 Assessment Centres
* Planning * Organising
* Oral/written communication
* 'eadership * Decision-making
* Creativity * Initiative
* Problem solving
* Flexibility
Assessment Centres
î In-tray exercises
î 'eaderless group discussion
î Management games/ problem-solving
exercises
î Individual presentations
î Psychometric / WS tests
î Interview
 Multiple selection tools

Analyse & interpret information against
criteria

Notify successful candidate

Medical

Start & induction
 Induction/Orientation
/ .&
- Where everything is
- Who everyone is
- Establish expectations (on both sides)
- Mentor/Buddy
- What the company is about
- What the culture is like
 Irish Practice

ƥ Advert. Most common recruitment method

ƥ External/internal sources ƛ depends on
job level
ƥ Impact of Trade Unions
ƥ 'arge Companies ƛ more sophisticated
ƥ U.S. Companies more sophisticated