Workforce Planning Process

1. Define Business Objectives

2. Evaluate Current Workforce
3. Establish Future Requirements and Identify Any Gaps
4. Establish a Plan to Address Gaps

Talent Acquisition- ongoing strategy to find specialists, leaders, or future executives

Long term HR Planning and finding appropriate candidates
Recruitment is about filling vacancies.
The role of Workforce Planning in Talent Acquisition

RECRUITMENT
A. Generating pool of qualified candidates for a job.
Finding and/or attracting applicants for the employer’s open positions.

3 Essential Concepts of Recruitment

Employment Brand
▪ An employment brand is the way your organization’s
prospective applicants, candidates and employees perceive you
as an employer.

Recruitment Process (includes 3 primary element)

▪ Planning – understanding why you are recruiting, objectives and how to attract the type of
employee you need.

Consider the following factors in Planning:

✓ Budget – how much money is available
✓ Time – how quickly must the opening be filled
✓ Scope – size of audience and level of reach
✓ Level – level of the available position, in what level of the organizational structure does the
position fall
▪ Job Posting – creating, distributing and notice of current job opportunity to allow for application
of recruitment methods. Job posting is the most frequently used technique for communicating
job openings.
▪ Communication – information shared between the employer and the candidate throughout the
recruitment process itself.

Recruitment Methods
▪ Recruitment methods ods.
➢ Internal Recruitment Method
-Job boards and posting systems, Recruitment databases, Internal advertisement, Promotion
and transfer
➢ External Recruitment Method- Advertising, Direct mail, Campus recruiting, Job fairs ,
Associations
Employment agency, Internships, Temporary, Employee referrals, Former applicants
Defining Talent Acquisition
• Recruiters, sourcers, HR professionals, hiring managers. Combined, these
powerhouse functions make up Talent acquisition (TA) — the organizational
task of, quite simply, finding the right person for the job. In a corporate setting,
it’s often placed under the human resources (HR) umbrella, and involves
sourcing, attracting, interviewing, hiring, and onboarding employees.
Recruiters in Talent Acquisition
• Since the bulk of a successful TA team relies on recruiters, let’s break down
what it takes to be a rock star one. First, it helps to be a people person. You’re
comfortable cultivating and maintaining relationships, especially across jobs,
industries, and personality types. People who tend to do well in this role are also
good at thinking big-picture about the needs of their company, and how to fulfill
them. And since you want to always be signing top talent, a background in sales
can be tremendously helpful, as you’re ultimately in the business of selling jobs
to promising candidates—and promising candidates to top stakeholders.
But maybe most importantly, talent acquisition professionals need to think like hunters:
always on the prowl for top talent and relentless in their pursuit.
Talent Acquisition vs. Recruiting: What’s the Difference?
Job recruiting addresses a company’s short-term headcount needs.
Talent acquisition, on the other hand, is an overall business and HR strategy that factors in an
organization’s long-term goals, and acknowledges that people (or talent) can play a huge role in
a company’s future success

The Talent Acquisition Process

1. Sourcing and Lead Generation

2. Recruiting and Attracting

3. Interviewing and Assessing
.
4. Checking References
5. Making Final Selections
6. Hiring and Onboarding

Tips for Effective Talent Acquisition

Tip 1: Forecast
Tip 2: Build a Pipeline
Tip 3: Get Everyone On Board
Tip 4: Spend the Time
Examples of Talent Acquisition Strategies

Talent acquisition strategies vary widely. But here are a few common tactics for
finding and hiring great employees:
1. Boost your Brand
2. Get Niche
3. Do Some Succession Planning

SELECTION
A. Process of picking up individuals (out of the pool of job applicants) with requisite

qualifications and competence to fill jobs in the organization.

B. Determine whether a candidate is suitable for employment in the organization or not.

IMPORTANCE OF SCREENING/SELECTION

General improvement in the quality of applicants which ultimately leads to better workers

Pre-employment screening

A. Process of verifying information that job candidates supply on their resumes and job

applications. It may also be referred to by other names, such as:Background Checks, Criminal

Background Checks, Background Screening

SELECTION / SCREENING METHOD

1. RESUME/CV ( Curriculum Vitae) SCREENING

o the process of determining whether a candidate is qualified for a role based his

or her education, experience, and other information captured on their resume.

 Length 

   Design 

   Language 

   Previous work experience  

  Resume fit

2. COVER LETTER

o showing off their writing skills

 Following directions.
    Length and organization

   Personality

   Tailored for the job

3. APPLICANT TRACKING SYSTEM

Applicant tracking system software provides recruiting and hiring tools for companies. Among

other functions, these systems collect and sort thousands of resumes

 Viewing Applications

 Automatic Rankings

 Keyword Searches

4. REFERENCE CHECKING

 Verify the accuracy of information given by job applicants through other selection

processes (e.g., résumés, occupational questionnaires, interviews)

 Predict the success of job applicants by comparing their experience to the competencies

required by the job

 Uncover background information on applicants that may not have been identified by

other selection procedures

5. CHECKING ONLINE

o By doing a simple search, you can find out if the candidate has a website, public

portfolio, social media profile or if there any relevant articles about them online.

6. SKILL TEST

Whether the candidate can do the job or not, to test applicants for real-world skills and their job.
 7. PHONE INTERVIEWS

8. VIDEO INTERVIEWS

MAKING THE HIRING DECISION

1. Know what you’re looking for

2. Remove hiring bias

3. Use objective hiring methods

4. Make hiring decision based on performance

5. Don’t make hiring decision based on CV (Curriculum Vitae

6. Don’t hire just fill a position

7. Make the final hiring decision

METRIC IN RECRUITMENT AND SELECTION

 1. Time to fill- This refers to the time it takes to find and hire a new candidate, often

measured by the number of days between publishing a job opening and hiring the

candidate. Time to fill is influenced by supply and demand ratios for specific jobs.

2. Time to hire- Time to accept- represents the number of days between the moment a

candidate is approached and the moment the candidate accepts the job. In other words,

it measures the time it takes for someone to move through the hiring process once

they’ve applied.

3. Source of hire- Tracking the sources which attract new hires to your organization is

one of the most popular recruiting metrics.

4. First-year attrition- Candidates who leave in their first year of work fail to become

fully productive and usually cost a lot of money.

5. Quality of hire- Quality of hire, often measured by someone’s performance rating, gives an

indicator of first-year performance of a candidate. Candidates who receive high-performance

ratings are indicative of hiring success while the opposite holds true for candidates with low-

performance ratings.

o Low first-year performance ratings are indicative of bad hires. A single bad hire can cost

a company tens of thousands of dollars in both direct and indirect costs. To read more about

how to assess these costs, check out our article on HR costing.

o When combined with the channel through which the candidate was sourced, you can

measure sourcing channel quality (see recruiting metric no. 17).

o Quality of hire is the input for the Success Ratio. The success ratio divides the number

of hires who perform well by the total number of candidates hired. A high success ratio means

that most of the hired candidates perform well, however a low ratio means that you need to fine-

tune your selection process!

 o The success ratio is used as input for recruitment utility analysis. This analysis enables

you to calculate an ROI for different selection instruments.

 6. Hiring Manager Satisfaction- In line with quality of hire, hiring manager satisfaction is

another recruiting metric that is indicative of successful recruiting metrics. When the

hiring manager is satisfied with the new candidates in his team, the candidate is likely to

perform well and fit well in the team. In other words, the candidate is more likely to be a

successful hire!

7. Candidate job satisfaction- Candidate job satisfaction is an excellent way to track

whether the expectations set during the recruiting procedure match reality. A low

candidate job satisfaction highlights mismanagement of expectations or incomplete job

descriptions.

8. Applicants per opening- Applicants per job opening or applicants per hire gauges the

job’s popularity. A large number of applicants could indicate a high demand for jobs in

that particular area or a job description that’s too broad.

9. Selection ratio- The selection ratio refers to the number of hired candidates compared

to the total num

10. Cost per hire- The cost per hire recruitment metric is the total cost invested in hiring

divided by the number of hires.

11. Candidate experience- is the way that job seekers perceive an employer’s

recruitment and on boarding process, and is often measured using a candidate experience

survey.

12. Offer acceptance rate- compares the number of candidates who successfully

accepted a job offer with the number of candidates who received an offer. A low rate is

indicative of potential compensation problems.

13. % of open positions- compared to the total number of positions can be applied to

specific departments or to the entire organization even. .

14. Application completion rate

15. Recruitment funnel effectiveness- measuring the effectiveness of all the

different steps in the funnel, you can specify a yield ratio per step. This makes for

some excellent recruiting metrics.

16. Sourcing channel effectiveness- By comparing the percentage of applications

with the percentage of impressions of the positions, you can quickly judge the

effectiveness of different channels.

17. Sourcing channel cost- By dividing the ad spend with the number of visitors who

successfully applied through the job opening you measure the sourcing channel cost per

hire.

18. Cost of getting to Optimum Productivity Level (OPL)

o The cost of getting to Optimum Productivity Level (OPL) is the total cost involved in

getting someone up to speed. This includes things like onboarding cost, training cost,

the cost of supervisors and co-workers involved in on-the-job training, and more.

Usually, a percentage of the employee’s salary is also included in this calculation, until

they hit 100% OPL.

o On top of this metric, there is also the “logistical” cost of replacing an employee. These

are also called the cost per hire. Research by Oxford Economics (2014) lists OPL cost in

retail at £ 16,240 (approx. $ 20,200), in media £ 21,633 ($ 27,000), and in legal £ 35,307

($ 44,000).
 19. Time to productivity

o Time to productivity, or time to Optimum Productivity Level, measures how long it takes

to get people up to speed and productive. It is the time between the first day of hiring and the

point where the employee fully contributes to the organization.

o According to the same research by Oxford Economics, the average time a new

employee takes to reach their OPL is 28 weeks. Employees from within the same industry

usually take less, while employees from outside the industry take significant longer (32 weeks).

University graduates (40 weeks), school leavers (53 weeks) and unemployed (52 weeks) take

the longest time.

  Performance management (PM)

-is a process of ensuring that set of activities and outputs meets an organization's goals in an

effective and efficient manner. Performance management can focus on the performance of an

organization, a department, an employee, or the processes in place to manage particular tasks.

Increasing complexities in functions of business have led to the emergence of new and

comprehensive concepts in business management. Performance management is a concept in

the field of human resource management. “It is a continuous process of identifying,

measuring and developing the performance of individuals and aligning performance with

the strategic goals of the organization” (Aguinis, 2009). Performance management is many

times mistaken as performance appraisal but the latter is just a part of the former.

 Theoretical Bases

There is no single universally accepted model of performance management. Various experts

have explained the concept in their own ways. Mabey has prescribed the model in the form of

‘performance management cycle’. This cycle (Mabey et al, 1999) has 5 elements which suggest

how performance management system should be implemented in an organization. The

elements of performance management system cycle includes:

a. Setting of objectives

b. Measuring the performance

c. Feedback of performance results

d. Reward system based on performance outcomes

e. Amendments to objectives and activities

Salaman says there are two theories underlying the concept:

 a. Goal setting theory had been proposed by Edwin Locke in the year 1968. This theory

suggests that the individual goals established by an employee play an important role in

motivating him for superior performance. This is because the employees keep following

their goals. If these goals are not achieved, they either improve their performance or

modify the goals and make them more realistic. In case the performance improves it will

result in achievement of the performance management system aims (Salaman et al,

2005).

b. Expectancy theory had been proposed by Victor Vroom in 1964. This theory is based

on the hypothesis that individuals adjust their behavior in the organization on the basis of

anticipated satisfaction of valued goals set by them. The individuals modify their

behavior in such a way which is most likely to lead them to attain these goals. This

theory underlies the concept of performance management as it is believed that

performance is influenced by the expectations concerning future events (Salaman et al,

2005).

Steps in Performance Management System

1. Evaluate current performance appraisal process. Look at what type of feedback

you are providing to your employees, and how frequently you are providing feedback.

Determine if there is anything you need to change or add to the evaluation itself.

2. Identify organizational goals. Performance management systems help rally staff

members around your organization's goals because they help staff know how they are to be

involved in reaching that goal. Take the time to clarify what your goals are for the next year as a

company. Identify processes or procedures that could be simplified or done more effectively.
 3. Set performance expectations. As you sit down with each employee, clearly lay out

your expectations for them. Acknowledge what they are already doing well. Use this to

encourage them. Share some weaknesses that you have observed in them and in their work

habits, and how overcoming those would help their performance in the company. Prioritize

these so the staff member knows which is most important and make sure to give them a

deadline for each task.

4. Monitor and develop their performance throughout the year, one on one

feedback is a great way to do this. As employees begin to work on their performance, keep

an eye on how they are doing. Give praise where performance is strong. If they appear to be

struggling to meet performance expectations, talk with them and see if you can offer any

support or coaching.

5. Evaluate their performance. At each performance review, let the employee know

how they are doing. It is often helpful to assign a numeric value on a scale, rating the employee

from "not meeting expectations" to "meets expectations" to "exceed expectations." Provide

feedback on their performance. Be as specific as possible, noting key examples of when they

demonstrated a certain quality. Talk about the consequences or rewards of their performance.

Let them know if they are on probation, are getting a raise in pay, changes in vacation days, or

any other relevant action. Listen to their concerns or worries as you talk through potential

solutions.

6. Set new performance expectations for the next year. Some items may be the

same. However, since these are also based on organizational goals, you will need to re-

examine your goals for the upcoming year.