Dina Zaki 2013

HRM refers to the policies, practices, and systems that

influence employees behaviors, attitudes, and performance.
Human resource management (HRM) is the basis of all
management activity, which is always getting the people of
the business to make things happen in a productive way, so
that the business prospers and the people thrive.
Managing resourceful humans requires a constant balancing
between meeting the human aspirations of the people and
meeting the strategic and financial needs of the business.
Effective HRM practices are strategic!! As they have shown to
enhance company performance by contributing to
employee and customer satisfaction, innovation, productivity
and development of a favorable reputation in the firms
community.
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Any practice or activity carried out by

the organization with the primary
purpose of attracting and identifying
potential employees .

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It is difficult to always anticipate exactly

how many new employees will have to
be hired at any given year in a given job
category. So, the role of human resource
recruitment is to build a supply or
pipeline of potential new hires that the
company can draw on if the need arises.
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Identification of
needs

Position
Specifications

(Work Force
Planning)

( Job Analysis)

Specify
Recruitment
Strategy

Round 1 Interviews

Round 2 Interviews

Job Offer

Negotiations and
Contract

On boarding

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Workforce planning is the process for identifying and addressing the

gaps between the workforce of today and the human capital needs
of tomorrow. It is a core process of human resource management that
is shaped by organizational strategy and ensures the right number of
people with the right skills are in the right place at the right time to
deliver short- and long-term organizational objectives.

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Workforce analysis
understanding of the organizations direction, its strengths
and weaknesses, and the internal and external factors
that influence current and future labor demand and
supply.
2. Forecast Future needs
Determining what the current workforce resources are
and how they will evolve over time through turnover,
retirement, etc.
Developing specifications for the kinds, numbers, and
location of workers and managers needed to
accomplish the agencys strategic plan (long term) and
performance plan (short term).
3. Analyze Gaps
Determining what gaps exist between the current and
projected workforce needs.
1.

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4. Develop strategies
Planning and design of specific programs and projects that
will enable the organization to develop and maintain a
workforce capable of delivering upon the organizations
objectives. could include such things as
recruiting,
training/retraining, restructuring organizations, contracting
out, succession planning, technological enhancements, etc.
5. Implement strategies
This step involves ensuring that human and fiscal resources
are in place, roles are understood, and the necessary
communication, marketing, and coordination is occurring to
execute the plan and achieve the strategic objectives of the
organization.
6. Monitor and evaluate

This step involves monitoring progress against milestones,

assessing for continuous improvement purposes, and
adjusting the plan to make course corrections and to
address new workforce issues.
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Process of getting detailed information

about jobs.

Job Analysis is the building block of

everything that personnel does. Almost
every human resources management
activity requires some sort of information
derived from Job Analysis: recruitment,
selection,
performance
appraisal,
training, job evaluation, career planning
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Job Analysis

Job Description
Tasks

Job Specifications
Knowledge
Skills

Duties
Responsibilities

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Abilities
Other characteristics

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1.

Internal Sources:

Advantages:

Applicants are well known to the firm

Motivational tool for other employees.(in case of promotions)
Employee gets up to speed much faster in his or her new job.
Cheaper and faster

Disadvantages:

Not applicable for entry level and some specialized upper level
positions.
The hired person will leave a staffing gap in their former position, so there is
still a position to be filled.
Lack of new ideas and creativity that may come from a new person.

Jealousy from those not promoted. You may have individuals that
believe they should have gotten the promotion instead of the
individual promoted.
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2. External Sources
2.1 Employee referrals:
Advantages:
it can provide the employer with a source of passive candidates.
Thus expanding the employers pool of potential candidates .
Tends to produce higher-quality candidates. because the referring
employee usually screens his or her referrals closely. After all, his or
her reputation is somewhat on the line with every person he refers
for a position.
Employee-referral programs are especially effective in the case of
highly specialized positions that might be difficult to fill through
conventional channels. People tend to associate with others in their
professions, which gives them access to specialized or rare talent.

Disadvantages

Employees tend to refer others who are similar in age, gender, ethnicity,
and religion. If relied on too heavily, this recruiting method may be harm
the organizations equal employment opportunity goals.

Might lead to an inbred organization that lacks breadth of ideas.

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2.2 Internet Sourcing

Advantages

Social media creates an opportunity to change the way individual

recruit and creates a wonderful candidate and consumer
engagement platform.
Inexpensive.
The best employment branding tool
Quick and easy to post announcement.
Responses arrive faster and in greater quantity.
Will generate a wider range of applicants.
Applicants can be screened by computer.
Some selection tests can be administered by computer.
Automated applicant tracking.

Disadvantages:
o Ease of submission will result in a lot of applicants, many whom are
not qualified.
o May take more HR time to sort through the greater quantity of
applicants.
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2.3 Employment agencies.

2.4 Local advertising:
Newspaper.
Multimedia.
2.5 Internships.
2.6 Job fairs.
2.7 College recruiting.
2.8 Walk-in candidates.

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Cost: (Cost per hire )

Did you stay within your recruitment budget?

Time: (Time to fill )

How long did it take you to fill the position?

Quality:
Were your applicants well qualified for the

job?

Longevity:
What about turnover? Do your new hires stay

for the long term?

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Selection is the process of differentiating

between applicants in order to identify
& hire those with the greater likelihood of
success in the job.

The objective of the selection decision is

to choose the individual who can most
successfully perform the job from the
pool of qualified candidates.
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Step #1The job application process by this step, potential candidates have been convinced
to apply for a position, so the goal is for a large percentage of the qualified individuals who visit
the site to complete the application process. Common reason for failure: most application
processes are tedious or frustrating and there is no feedback mechanism to find out why
applicants drop before they complete the process.
Step #2 Sorting applications by job once applications are received, the goal is to ensure that
the highest quality applications are sorted relevant to the most appropriate jobs (manually or via
software). Common reason for failure: no metric or feedback mechanism to measure the
percentage of applications that were routed to the wrong job.
Step #3 The initial screening of applications and resumes at this step applications are
screened to see if they meet minimum qualifications for the job. The goal is to successfully qualify
the applicants so that qualified applicants are not sorted out and that only a small percentage
of unqualified candidates make it to the next step. Common reason for failure: the absence of a
metric or feedback mechanism to measure the percentage of applications that were
misclassified or that advanced without meeting minimum standards.
Step #4 The initial phone screen having screened resumes, the next step involves screening
the individual behind the application. The goal of this step is to gather additional information on
the candidates qualifications and fit, which should help you more accurately determine which
candidates advance to an interview. Common reason for failure: no metric or periodic testing to
determine the accuracy of the screening process.
Step #5 Interviewing qualified applicants in this step the most qualified candidates advance
to formal interviews and other assessment activities. The primary goal is to rank order the
candidates by level of desirability, with a secondary goal of providing a positive candidate
experience that effectively sells the best candidates on this job. Common reason for failure: the
absence of a feedback mechanism to identify problems and candidate dissatisfaction with the
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2013
process that leads to top talent opting
out
before
the process is completed.

Step #6 The final interview the goal of this step is to confirm your initial
desirability ranking and set expectations among those most likely to receive
an offer. Common reason for failure: the very best candidates have been
previously screened out by mistake or voluntarily dropped out of the process,
so remaining choices are mediocre.
Step #7 The reference checking process with your short list vetted and
expectations for an offer set, the next step validates the perception of your
assessment team using references. The goal is to gather additional
information on the finalist(s) and ensure information provided is not
erroneous. Common reason for failure: the reference checking process is
underfunded and no one is accountable for demonstrating effectiveness.
Step #8 The offer process the goal of this step is to put together an offer
that is within the companys boundaries and that meets as many of the
candidates job acceptance criteria as possible. The process should have
the sales and influence component that work to improve the likelihood of
top candidates accepting. Common reason for failure: no one is held
accountable for this step and there is seldom an effective mechanism to
analyze failures and to provide feedback on how the offer process can be
improved.
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Step #9 The post-offer acceptance process once an offer is accepted, it

doesnt ensure the candidate will actually show up for work! The goal of this step is
to ensure those that accept our offers dont back out (as a result of a
counteroffer or second thoughts). That often means continuous communications
with the new hire and providing more ties that closely link the individual to the firm
prior to their start date. Common reason for failure: this step is often left to chance
or is omitted.
Step #10 The on boarding process contrary to popular belief, the primary
goal of on boarding is not to get employees enrolled in benefits, but rather to
provide resources and information that enable new hires to become productive
as fast as possible. Common reason for failure: failures often occur because of the
week handoff between the recruiting and on boarding functions and no
defined budget for on boarding.
Step #11 Feedback and new hire monitoring if the ultimate goal is continuous
improvement of the recruiting process, then this step is the most important of all.
The goal of this step is to assess the performance of new hires and to use that
performance information to validate or prove that the overall recruiting process
is producing quality hires. If a high percentage new hires fail, quit, or are poor
performers, you will know that the hiring process needs significant improvement. A
secondary goal is using new hires to determine what elements of the recruiting
process were and were not effective. Some organizations also consider it a goal
for recruiters to work individually with new hires to improve retention. Common
reason for failure: this step is skipped altogether.
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SELECTION TESTS: Any instrument that is used to make a

decision about a potential employee. Selection tests
are used to identify applicant skills that cannot be
determined in an interview process. Test results are
objective and free from personal bias and test results
are usually expressed numerically so they can be
validated by statistical analysis.

STANDARDIZATION: Uniformity of procedures and

conditions related to administering tests.

RELIABILITY: The extent to which a selection test provides

consistent results.

VALIDITY: The extent to which a test measures what it

claims to measure. Do higher test scores relate to higher
success on the job?
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Cognitive aptitude tests measure reasoning,

vocabulary, verbal and numeric skills.
Job knowledge tests measure knowledge regarding
a particular job.
Work sample tests allow candidates to demonstrate
how they would work on the job.
Psychomotor abilities tests assess the skill level of tasks
required on the job.
Personality tests assess traits and personal
characteristics. They are used to determine if the
applicant is the right fit for the organization.
Vocational interests tests identify occupations in
which the candidate is most interested.
Honesty and integrity tests try to measure a
candidates truthfulness .
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Team Vs individual interviewer?

Structured or patterned interview:

Pre-set questions asked of all candidates.

Nondirective interview:

Minimum of questions, not planned in advance.

Open-ended questions; interviewer follows the

candidates lead.

Situational and problem-solving interview:

Candidate describes how he or she would solve a

problem.

Behavioral interview:

Candidate describes how he or she responded to a

specific situation.

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The importance of checking:

40 percent of applicants lie about work histories
and educational backgrounds.
20 percent of applicants falsify credentials and
licenses.
30 percent of applicants make isrepresentations
on their resumes.

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Making the job offer:

May be done by phone, letter or in person.

Make arrangements for further conditions:

Physical exam and drug screen.
Discuss salary and benefits:
Avoid quoting an annual salary.
Realistic job preview,

Dina Zaki 2013