The process and steps involved in human resource planning is to first ha eve a proper system in place to handle the process stage. The reason for the system is to have huh man resource departments in line with the goals of the organization. The system takes char GE of the human resource department plans, policies, procedures, and practices. An example would be for the system to track human resource management trends, such as sourcing none core functions, adopting flexible work practices and the increased use of information techno guy and implementation of the technology.
The second step in the human resource planning process is to understand ND the context of human resource management. Human resource managers should understand d both internal and external environments. Data on external environments includes the general s tutus of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the la boor force. Internal data required include short and longer organizational plans and strategies and the current status of the organization’s human resources.
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The third process has to do with forecasting. Forecasting is to determine e the number and type of employees needed in the future for the organization. Forecasting shoo old involve the past and present requirements as well as future organization directions. Bottom p forecasting is one 2 of the methods used to estimate future human resource needs by gathering human resource needs of various organizational units. The fourth process of planning would be anal hazing. Organizations can hire personnel from internal and external sources.
“The skill inventories method is one of the techniques used to keep tract of internal supply.Skill inventories are manual or computerized systems that keep record ads of employee experience, education and special skills. A forecast of the supply of employee s projected to join from outside sources, given current recruitment activities, is also necessary’ ( Opened, 2009). The final stage of planning is reconciliation and planning. Human resource CE planning is developing action plans based on the gathered data, analysis and available alt reentries. The key issue is that the plans should be acceptable to both top management and me peoples.
Plans should retrofitted and their key players and barriers to success identified. Some of the see plans include employee utilization plan, appraisal plan, training and management develop meet plan and human resource supply plan. The human resources (HRS) recruitment and selection process typically SST arts with advertising job vacancies and ends with selecting the best candidates to fill the SSE positions. Recruitment steps applicants see include online applicant tracking, preliminary y screening, interviewing, reference and background checking, followed by candidate select Zion.
This series of tepees is commonly referred as the recruitment process; however, human rest urges professionals use terms like “talent acquisition” and “talent management” to describe strata glacially developed recruitment and selection processes. Recruitment begins with benightedness strategic planning for workforce CE development and continues long past the retirement and resignation. However, the first set p applicants see IS generally the online application process. An applicant tracking system (TATS) pr omits applicants to input their personal information and work history in designated fields.
The system then parses 3 applicant descriptions of their duties, tasks and responsibilities, and matches certain keywords and identifies applicants who meet the basic requirements for each job. Recur titers can use applicant tracking technology to identify candidates, schedule interviews and extract equal employment opportunity (EYE) data for reporting purposes. “According to (Durra, 2011), internal recruiting methods vary slightly. Job v chancy postings throughout the workplace may precede external advertising to give current e employees an opportunity to express their interest in job openings before external candidate s.
Some employers have workplace policies regarding promotions and transfers for example, so me companies require that employees be in their current jobs for at least six months before they are eligible for a transfer”. Preliminary screening is the next step in HRS recruitment process. Recur titers and employment specialists conduct preliminary screening through telephone into reviews used to verify work history and basic qualifications and skills. A telephone interview is the first point at which an employer expresses its interest in a candidate.
The telephone interview ewe also is the first hence an employer’s representative has to make a good impression on pros fictive employees. Therefore, employers who want to improve their business reputation use prep marinara screening opportunities to suggest that they’re employers of choice and companies for whom applicants are excited about being considered for employment. Candidates go through two interview stages after the preliminary screen ins. The first interview stage involves a factories interview with either the recruiter or ma nagger.
The next stage may be with a hiring manager or highlight executive, depending on the session.