Ir. Muhril Ardiansyah, M.Sc., Ph.D.

HRPA Ir. Muhril A., M.Sc., Ph.D. 1

Email: uhsyah@yahoo.com

* Ir. (IPB, Bogor, Indonesia; 1985-1990).* M.Sc. (Oklahoma State University, Stillwater, Oklahoma, USA; 1991-1993).* Ph.D. (Oklahoma State University, Stillwater, Oklahoma, USA; 1996-2001).

Lecturer at: • Bina Nusantara University, Jakarta, Indonesia.• Pelita Harapan University, Jakarta, Indonesia.• Sahid University, Jakarta, Indonesia.• Indonusa Esa Unggul University, Jakarta, Indonesia.• Paramadina University, Jakarta, Indonesia.• Fashion & Design Institute, Jakarta, Indonesia.• STIE Gandhi, Jakarta, Indonesia.

Consultant and/or Researcher at:• INDEF.• STRATEGY.• SCORE.• GLOBAL.

Director and Owner:• Muhril Ardiansyah’s Consulting, Educating & Training.

Manager Marketing:• Beeyon-PT Dewi Fortuna Komunikasi.

http://hrpa.wordpress.com/

Human ResourcePlanning & Auditing(HRPA)

After Studying this materials, We should be able to such as:

1. Explain the main techniques used in employment planning, forecasting and auditing.

2. List and discuss the main outside sources of candidates.

3. Effectively recruit job candidates.

After Studying this materials, We should be able to such as (continued):

4. Name and describe the main internal sources of candidates.

5. Explain how to recruit a more diverse workforce.

Questions?• How many staff do we have/need?

• How are they distributed?

• What is the age profile?

• How many will leave in each of the next five years?

• How many will be required in one year, five years, ten years?

Results? The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and specialization, orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc.

Very importantly, overstaffing reduces the competitive efficiency of the business.

Future Staff?Future staffing needs, will derive such as from: Sales and production forecasts.

The effects of technological change on task needs. Variations in the efficiency, productivity, flexibility of

labor as a result of training, work study, organizational change, new motivations, etc.

Future Staff? (continued)Future staffing needs will derive from (continued): Changes in employment practices (e.g. use of subcontractors or agency).

Variations, which respond to new legislation, (e.g. payroll taxes, new health and safety requirements).

Changes in government policies (investment incentives, regional or trade grants,

etc.).

Future Staff (continued) Planning staff levels requires that an

assessment of present and future needs of the organization,

be compared with present resources and future predicted resources.

Appropriate steps then be planned to bring demand and supply into balance.

“ In order to do human resource planning, you need to have a sense of both the current external environment, and anticipate things that may happen in the future in the labor market place.”

What Is Human Resource Planning & Auditing? Human Resource Planning & Auditing: links people management to the organization's

mission, vision, goals and objectives,

as well as its strategic plan and budgetary resources.

A key goal of Human Resource Planning & Auditing is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost.

Question!

Is Human Resource Planning & Auditing only relevant to large companies or should small businesses do Human Resource Planning & Auditing too?

Many people associate Human Resource Planning & Auditing with what very large companies do – such as Astra.

That's because, almost by necessity, large companies need to have a much more formal and comprehensive approach to Human Resource Planning & Auditing because of their size and the complexity of their businesses.

Business owner with a very few employees need to think (that is, plan) about various personnel and human resources issues.

Many small business owners do this without really thinking about

For example, a small business owner needs to think and plan about what benefits to offer:

- how to manage growth of staff, - how to plan how many staff are needed, - how to evaluate employee performance, and so on.

“So, even if you have one or two employees, it's useful to "plan like the big boys" regarding human resource and personnel issues. The methods you use may be simpler but you still need to do it, so you are prepared.”

What human resource functions need to be planned?

Human resource planning refers to the planning of human resource functions,

or in other words, planning how human resource management will be executed: Recruiting. Selecting . Hiring. Orienting. Training and Retraining. Motivating. Coaching.

What human resource functions need to be planned? Recognizing Achievements. Empowering. Communicating. Evaluating. Promoting. Laying off. Dismissing.

So, in effect Human Resource Planning refers to the development of plans in above areas or in similar areas.

Some Ways Of Making Human Resource Planning More Effective?

1. Human Resource Planning needs to be linked to the larger business planning or strategic planning process.

Human Resource Planning is NOT an end to itself, and neither is Human Resource Management an end in itself.

The function is meant to support and enable the company to attain its business goals, so as such it needs to be linked to and driven by those business or strategic goals.

Some Ways Of Making Human Resource Planning More Effective? (continued)

2. The planning process MUST actively involve those stakeholders and customers – such as managers, executives, even line employees.

Some Ways Of Making Human Resource Planning More Effective (continued)?

3. Human Resource Planning can't be effective without an understanding of the company or organization, its managers and employees, its mission and issues, etc, and the environment in which it works.

How Is Human Resource Planning Linked To Overall Strategic planning?

Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.

The solution is obvious. Human resource planning needs to reference the details of the overall strategic plan of the organization. In effect, it serves the strategic plan.

Human Resource Planning & Auditing(HRPA):

Used by organization to ensure that the right person is in the right job at the right time.

Involves forecasting the organization’s future human resource needs and planning for how those needs will be met.

Human Resource Planning & Auditing(HRPA) (continued):

Includes establishing objectives and then developing and implementing programs (such as: staffing, appraising, compensating, and training).

To ensure that people are available with the appropriate characteristics and skills when and where the organization needs them.

May involve developing and implementing programs to improve employee performance,

or to increase employee satisfaction and involvement in order to boost organizational productivity, quality, or innovation.

Can be used to evaluate the effectiveness of ongoing programs and informs planners when revisions in their forecasts and programs are needed.

Entails knowing in advance what the staffing needs of the organization will be,

assessing the supply of the relevant employee in the organization and labor market, and finding ways to fulfill the staffing needs.

Successfully HRPA for and handling labor needs can thus be a competitive advantage.

Organization who makes and implements better HRPA than others will adjust better to environmental changes, and have the most suitable workforces.

The HRPA ProcessesThere are three broad keys of HRPA:

1. Know the strengths and the weaknesses of current workforce, both with regard to number,

skills, etc.

2. Have clear strategic plans for the future, and ideas of how the current employee fit in that plan.

3. In the current employee do not fit in any way, a plan to alter it to do so.

The HRPA Processes (continued)

The steps of the HRPA processes:1. Deciding on strategic plans and resultant

design of the organization.

There are business plans for the future.

The HRPA Processes (continued)The steps of the HRPA processes:

2. Out of the strategic plans, determining the organization’s labor demand needs for both the short term and longer terms.

3. Assessing the labor supply situation (both internal and external supply), and in light of it to draw up plans for effectively and continuously filling staffing needs.

4. Implementing the staffing plans, also monitoring and evaluating.

Projected,

Environmental Conditions,

Competitive strategy,

Life cycle stage, Industry sector

Asses HR

Demand & Supply

Develop

Objectives

Design & Implement Program

Evaluate Outcome

Strategy, Design HRPA To serve as a competitive advantage, the

acquisition of staff must first and foremost be strategic.

One cannot hire, fire or relocate staff without there being a strong link to the core business needs.

Strategy, Design HRPA (continued) The objectives and design: Allow those doing human resource planning

to know the number and type of employees needed at each horizontal and vertical level.

Forecasting Personnel Needs

Linking Strategy Employers To Plans

Employer’s Strategic Plan:

Diversity?

Integrate vertically?

Expand geographically?

Employer’s Functional Plans

Marketing And Sales Plans

Production Plans

Financial Plans

HR Plans

Linking Strategy HR Plans

HR Plans

Personnel Plans

Training And Development Plans

Compensation Plans

Labor Relations Plans

Security And Safety Plans

Linking Strategy Personnel Plans

Personnel Plans

Personnel Forecast

Recruitment Plans

Employee Selection Plans

Forecasting Personnel Needs Explain the main techniques used in

employment planning and forecasting.

Forecasting labor demand arising from strategic objectives.

Forecasting Personnel Needs (continued) To fulfill strategic objectives, need to ask several

questions: - How many employees are needed to enable the strategy and design?

- Of what type and qualities?

- Where (in what departments/jobs/positions)?

Forecasting Personnel Needs (continued) Demand for labor: - It is a derived demand.

- Demand labor is dependent on more primary demands.

Forecasting Personnel Needs (continued) Several techniques of forecasting personnel

needs: 1. Trend analysis. 2. Ratio analysis (Personnel ratios). 3. The scatter plot. 4. Time series on staffing levels. 5. Productivity ratios. 6. Regression on leading indicators.

Forecasting Personnel Needs (continued) Trend analysis:

- Study of a firm’s past employment, needs over a period of years to predict future needs.

- Might compute the number of employee at the end of each of the last five years.

- Might compute the number of employee in each group (such as sales, production, secretarial, administrative) at the end of each those years.

Forecasting Personnel Needs (continued) Trend analysis (continued):

- Provide an initial estimate, but employment level rarely depend just on the passage of time.

Forecasting Personnel Needs (continued) Ratio analysis (continued): A forecasting technique for determining future

staff needs, by using ratios between.

For example sales volume and the number of employees needed.

- assumes the productivity remains about the same.

Forecasting Personnel Needs (continued) Ratio analysis (continued): Example: Suppose a sales person traditionally

generates Rp. 5 000 000 in sales.

If the sales revenue to sales people ratio remains the same, you would require 6 new sales people next year to produce a hoped for extra Rp 30 000 000 in sales.

Forecasting Personnel Needs (continued) The scatter plot: A graphically method used to help identify

the relationship between two variables.

Forecasting Personnel Needs (continued) The scatter plot (continued): Example: Assume a 500 bed hospital expects to expand to 1200 beds over

the next 5 years.

The director of nursing and the human resource director want to forecast the requirement for registered nurses.

The human resource director decides to determine the relationship between size of hospital (in terms of number of beds) and number of nurses required. She calls 8 hospitals of various size and gets the following figures:

Forecasting Personnel Needs (continued) The scatter plot (continued):Size of Hospital Number Of Regsitered(Number of Beds) Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860

Forecasting Personnel Needs (continued) The scatter plot (continued):

Hospital Size (No. of Beds)

Number Of Registered Nurses

Forecasting Personnel Needs (continued) Time series on staffing levels: - The past trends of staffing are extrapolated to the future.

- Time series takes into account past cycles, seasonal ups and downs, and long term trends.

Forecasting Personnel Needs (continued) Productivity ratios: - Look at the number of people required to deal with different levels of workload. P = W / N P : productivity ratio W: workload N: number of staff

Forecasting Personnel Needs (continued) Productivity ratios (continued): P = 0.5 (2 staff members for every unit of work)

If workload drops by 0.2 (20%) then staffing must drop by 0.4 (40%).

Forecasting Personnel Needs (continued) Regression on leading indicator:

Forecasting The Supply Of Inside And Outside CandidatesSome steps in assessing, such as:1. Asses what human resource capabilities currently exist in the organization to fulfill

needs.

2. In light of this, assess how adequately the current workforce supplies needs

(is there shortage or surplus of the right kind of staff based on forecasted demand?)

Forecasting The Supply Of Inside And Outside Candidates (continued)

Some steps in assessing, such as (continued):3. Therefore, asses what changes need to be

made to perfect the human resource supply (strategic staffing goals and plans; do we

hire?/downsize?/relocate?).

Manual systems and replacement charts: - Use “a personnel inventory and development record form” compiles qualification information on each employee.

Division Vice President

Vice President Production,

Amir Hamzah

Required development: none recommended

Vice President Sales,

Rudi Suhartono

Required development: job rotation into finance and production

Vice President Finance,

Laris Sagala

Required development: none recommended

: present performance “outstanding”: present performance “satisfactory”: present performance “needs improvement”

: promotion potential “ready now”: promotion potential “needs further training”: promotion potential “questionable”

Forecasting the supply outside candidates:- If there won’t be enough inside candidates to

fill the anticipated openings.

Organizational Supply Capabilities The step looks at current people and skill.

There are should several readily available information sources: - Skill inventory -- A register of current human resource capabilities. -- Incorporating information on each employees’ skills, demographic, test scores, etc. - Management inventory -- tailored to management. -- subjective assessments of ability.

Organizational Supply Capabilities (continued)

Various ways to forecast the supply of future people/skills:1. Markov analysis - Uses historical flow rates of workforce to predict future rates. - Just looking at the current internal supply, not external labor market supply. - The organization uses its own internal workforce movements as a proxy for future movements.

Various ways to forecast the supply of future people/skills (continued):2. Replacement planning - Short term replacement schedules. - Who can replace whom within the organizational hierarchy. - Useful in predicting internal supply.

Various ways to forecast the supply of future people/skills (continued):3. Succession planning - A longer term career development approach. - Effectively “earmark” employees for development through the hierarchy. - Long term internal supply situation.

Various ways to forecast the supply of future people/skills (continued):4. Vacancy analysis - Essentially Markov analysis based on judgment instead of history.

Assessing Adequacy Of Current Staff Once one has assessed the current or future

workforce capabilities,

one needs to assess those capabilities against demand

There are 3 possibilities: 1. Too few people/skills (shortage-we need to add). 2. Too many people/skills (surplus-need to remove employees).

Assessing Adequacy Of Current Staff (continued)3. Need to reduce some staff and hire others (possible the number of people remain the same, but type/quality will have changed). - Involves skills (not numerical) deficiencies. - Current staff lack necessary skills and cannot be trained, replacing them with adequately skilled staff.

Employment Planning And Forecasting

Recruiting: Build A Pool Of Candidates

Candidates

Applicants Complete Application Form

Use Selection Tools Like Test To Screen Out Most Applicants

Supervisors And Other Interview Final Candidates To Make Final Choice

Effective Recruiting Develop an applicant pool.

The more applicants, the more selective in hiring.

The recruitment efforts should make sense in terms of the company’s strategic plans.

Organizing The Recruitment Function1. Conduct all recruiting from central

recruitment officer. - Easier to apply the company’s strategic priorities. - It reduces duplication (having several recruitment offices instead of one). 2. Conduct all recruiting from decentralize

recruitment officer.

Measuring Recruiting Effectiveness What to measure? And how to measure it?

What to measure? - “How many applicants did we generate through each of our recruitment sources?”

Selection Devices That Could Be Used To Initially Screen ApplicantsSelection Device Validity For Predicting Job

PerformanceConstruct

General mental ability tests 0.51

Conscientiousness tests 0.31

Integrity tests 0.41

Method

Work sample tests 0.54

Job knowledge tests 0.48

Structured interviews 0.51

Biographical data 0.35

Grade point average 0.23

Rating of training and experience 0.11

The Recruiting Yield Pyramid Some employers use a recruiting yield

pyramid to calculate the number of applicants they must generate to hire the required number of new employee.

Case1Finding people who are passionate about what they do

Trilogy Software, Inc., of Austin, Texas, is a fast growing software company, with earning in the $ 100 million to $ 200 million range.

It prides itself on its unique and unorthodox culture.Many of its approach to business practice are unusual, but in Trilogy’s fast changing and highly competitive environment they seem to work.

Case1 (continued)

There is no dress code and employee make their own hours, often very long. They tend to socialize together (the average age is 26), both in the office’s well stocked kitchen and on company sponsored events and trips to places like local dance clubs and retreats in Las Vegas and Hawaii.

Case1 (continued)An in house jargon has developed, and the shared history of the eight year old firm has taken on the status of legend.

Responsibility is heavy and comes clearly, with “just do it now” attitude that dispense with long apprenticeships.

New recruits are given a few weeks of intensive training, known as Trilogy University and described by participants as “more like boot camp than business school.”

Case1 (continued)Information is delivered as if with “fire hose,” and new employees are expected to commit to their expertise and vitality to everything they do.

Jeff Daniel, a director of college recruiting, admits the intense and unconventional firm is not the employer for everybody. “But it’s definitely an environment where people who are passionate about what they do can thrive.”

Case1 (continued)The firm employs about 700 such passionate people. Trilogy’s managers know the rapid growth they seek depends on having a staff of the best people they can find, quickly trained and given broad responsibility and freedom as soon as possible.

Founder and CEO Joe Liemandt says “ At a software company, people are everything. You cannot build the next great software company, which is what we are trying to do here, unless You are totally committed to that. Of course, the leaders at ever company say “People are everything, but they do not act on it.”

Case1 (continued)

Trilogy makes finding the right people (it calls them “great people”) a company wide mission. Recruiters actively pursue the freshest, if least experienced, people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts.

Case1 (continued)Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rawarded.

Employees take top recruits and their significant others out on the town when they fly into Austin for the standard, three day preliminary visit. Atypical day might begin with grueling interviews but end with mountain biking, roller blading, or laser tag. Executives have been known to fly out to meet and woo hot prospects who could not make the trip.

Case1 (continued)

One year, Trilogy reviewed 15 000 resumes, conducted 4000 on campus interviews, flew 850 prospects in for interviews, and hired 262 college graduates, who account for over a third of its current employees. The cost per hire was $ 13 000, Jeff Daniel believes it was worth every penny.

Case1 (continued)Questions:1. Identify some of the established recruiting

techniques that underlie Trilogy’s unconventional approach to attracting talent.

2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

Case1 (continued)

Questions:3. Would Trilogy be an appealing employer for

you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy?

4. What suggestions would you make to Trilogy for improving its recruiting process?

Carter Cleaning CompanyGetting Better Applicants

If you were to ask Jennifer and her father what the main problem was in running their firm, their answer would be quick and short: hiring good people.

Case2 (continued)Originally begun as a string of coin operated laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner-spotters, and pressers.

Employees generally have no more than a high school education (often less), and the market for them is very competitive. Over a typical weekend literally dozens of want ads for experienced pressers or cleaner-spotters can be found in area newspaper.

Case2 (continued)All these people are usually paid around $ 15 per hour, and they change jobs frequently.

Jennifer and her father are thus faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their propensity to move from area to area and job to job.

Case2 (continued)Turnover in their stores (as in the stores of many of their competitors) are often approaches 40%. “Do not talk to me about human resources planning and trend analysis” says Jennifer. “We are fighting an economic war and I am happy just to be able to round up enough live applicants to be able to keep my trenches fully manned.”

Case2 (continued)In light of this problem, Jennifer’s father asked her to answer the following questions:1. How would you recommend we go about reducing

the turnover in our stores?

2. Provide a detailed list of recommendations concerning how we should go about increasing our pool of acceptable job applicants so we are no longer faced with the need of hiring almost anyone who walks in the door.

References:Dessler, G. 2005. Human Resource

Management. Pearson Education, Inc. New Jersey.

Jackson, S.E. and Randall S.S. 1990. Human Resource Planning Challenges For Industrial/Organizational Psychologists. American Psychologist February 1990.

Millmore, M; Philips, L; Mark, S; Adrian, T.; Trevor, M. 2007. Strategic Human Resource Management Contemporary Issues. Pearson Education Limited.

Ir. Muhril Ardiansyah, M.Sc., Ph.D.

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