Human Resource Planning:
Selection and Work Placement
Industrial Psychology
HR Planning Model
CORPORATE OBJECTIVES AND PLAN
Phase 1 HR Situation External /
Investigating Internal
Phase 2
Forecasting
Phase 3 Planning/
Implementing
Phase 4
Evaluating
PGP 2005-07
SUPPLY of LABOR
The maximum number of HR available in the
company at various levels of wages in a
certain period of time
Factors influence Labor Supply
■ Demographic changes
■ Regional and national economic conditions
■ HR education level
■ HR request with special skills
■ Mobility
■ government policy
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Source of Labor Market
Company HR inventory
(promotions, transfers,
transfers)
Department of Manpower
Labor supply agency
Group of companies
(headquarters and
branches)
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DEMAND OF LABOR
The maximum number of workers
required by the company, which the
company is willing to employ at various
levels of wages over a period of time
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HRP Ideal
Balancing supply and
demand
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RECRUITMENT
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Recruitment
■ The process of finding and "attracting" employee
candidates with the number and quality according to the
company's needs
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Why Recruit?
Increase the number of employees by
minimizing costs
Identification and assessment of potential
employees
Reduce turnover
Increase individual/organizational
effectiveness
Evaluation of recruitment effectiveness
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“Pyramid” of Recruitment
50 New hires
100 Offers made (2 : 1)
Candidates interviewed (3 : 2)
150
200 Candidates invited (4 : 3)
1,200 Leads generated (6 : 1)
PGP 2005-07
How to Recruit
External
Internal
◆ Advertising
Job Rotation
◆ Employment Agencies (MoM,
Job Application private agency)
Career Program (Promotion)
◆ Campus
◆ Internet
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“Fill” of Job Form
• Self-identity 🡪 Anticipation of discrimination of skills and education
• Work experience 🡪 credibility and potential ability
• Job status 🡪 job position, wages
• Organizational experience🡪 professionality, social skills, achievement
• Reference 🡪 background, family, criminal record
• Signature 🡪Authority, legal
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SELECTION
SELECTION
A series of processes to collect information about personnel
procurement based on HRD, Job Analysis and Job Specifications from
the company
As the center and quality control personnel management
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Selection Benefits
• The company's performance depends on the performance
of the workforce
• Manpower without eligible skills of job analysis🡪 Ineffective
performance
• Hiring cost🡪 EXPENSIVE
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HR Planning, JA dan JS
(Screening)
Tests
Academic Tests Psychologycal
Tests
Interviews
Reference Check
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I. Screening
The results of the recruitment evaluation are:
• The desired number of HR
• Available time
• Budget availability
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II.Tests
Academic Psychologic Perfomance
Intelligence
Job knowledge Technical Skill
Personality
Talent
Interest
Performance
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III.Interviews
Formal and detailed conversations for
evaluating the acceptance of applicants.
Two-way communication with a high degree of
flexibility
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Types of Interviews
Unstructured Structured /
Standard Panel
Stress Group
Behavioural 🡪middle/top manager
Situational (SI)🡪hipotesa, job,
Knowledge expert/skill
PGP 2005-07
Why do you want to work in our company?
How much salary do you ask for and
deserve?
Example of What's your strength?
Questions
What are your career goals?
What is your ideal plan for the progress of
our company?
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Halo Effect
• Information from interviewer is limited for
Interview Mistakes evaluation prioritize physical appearance
• ‘Beauty’ candidates? extra points
• ‘Blue jeans’ ? rejected
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the interviewer gives a "signal" about
the answer to the applicant (RETORIC)
Leading
Are you sure you will like this job?
Questions
Are you satisfied with this salary?
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Personel Biased
• The results of the interviewer's personal prejudice
against the applicant group
• “I prefer a pretty and sexy secretary”
• This job is only suitable for men
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• Interviews use time to “make up” on
applicants, brag about success or have
social conversations
Interviewer • Talk about the ups and downs of being
Domination an interviewer
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IV. Reference Check
1 2 3
Given from family, Personal reference about Employment reference
closest friends appointed the personal about the applicant's
by the applicant or characteristics of the background and work
requested by the applicant experience
company
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If necessary, it is carried out by the
company's medical personnel
Reducing employee health care/life
V. Medical insurance costs
Check Get employees who are physically fit
according to job needs
Get employees who can cope with
physical and mental stress from work
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ORIENTATION
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DEFINITION OF ORIENTATION
An activity objective to introduce workers (New) in tasks (company), work group, environment and also in his new boss
ORIENTATION AS A SOCIALIZATION PROCESS
ORGANIZATION’S Socialization INDIVIDUAL’S
CULTURE & VALUES Process PERSONALIT Y
BENEFITS OF ORIENTATION
1. REDUCE THE “START-UP COSTS” OF NEW WORKERS
2. REDUCE NEW WORKERS' ANXIETY
3. REDUCE “EMPLOYEE TURNOVER”
4. SAVE SUPERVISOR/CO-WORKER TIME
5. DEVELOPING REALISTIC “JOB EXPECTATIONS”, POSITIVE ATTITUDE TO THE COMPANY AND JOB SATISFACTION
ORIENTATION IMPLEMENTED BY…
• PERSONALIA : GENERAL
• OPERATING MANAGERS : SPESIFIC
(SUPERVISORS)
FORMS OF ORIENTATION
1. INFORMAL TALKS
2. TOUR OF THE FACILITIES
3. VERBAL PRESENTATIONS & WRITTEN HANDOUTS
4. SLIDES/FILMS
5. “BUDDY” SYSTEM
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TOPICS OFTEN COVERED IN
EMPLOYEE ORIENTATION PROGRAM
• ORGANIZATIONAL ISSUE
• History & General Policies of the Company
• Organization Structure
• Names & Titles of Key Executives
• Descriptions of the Enterprise’s Services or Products Company
Plants & Facilities
• Layout of Physical Facilities
• Employee’s Title & Department
Probationary Period Disciplinary
Regulations Employee Handbook
• Safety Procedures & Enforcements
• Promotion Policy
• Employee Appraisal System
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EMPLOYEE
BENEFITS
• Pay Scales & Paydays Insurance
Benefits Vacations & Holidays
Retirement Program
• Training & Education Benefits Company responsibilities to
Employee Counseling
• JOB DUTIES
• Employee Responsibilities to Company Job Location &
Overview of the Job Job Tasks & Objectives
• (Work Assignments)
• Relationship to Other Jobs Job Safety
Requirement
• INTRODUCTIONS
• To Supervisors To Co-Workers To
Trainers
• To Employee Counselor
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PLACEMENT
Placements are made to employees obtained from
internal and external recruitment.
For employees who come from within the Replacement
(promotion; mutation/transfer; demotion).
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The decisive data are
staffing data in the
Personnel department
which includes:
Notes on skills Performance appraisal
General employee data Relevant career history Training result data
possessed data
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Promotion:
moving to another position, which:
higher level, bigger salary, bigger responsibility
Can be done based on:
• Performance appraisal
• seniority
• Combination
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Transfer: moving to another position,
which:
• Same level
• Same salary (more/less)
• Same responsibility (more/less)
Transfer benefits:
• Broaden your horizons/work experience
• Increase work motivation (new challenge)
• Workforce flexibility within the organization
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Demotion :
•move to another lower position, both in level, salary and
responsibility.
Impact of demotion (subtle dismissal):
Decreased work motivation Feelings of shame and anger
The decline in the productivity of the workforce
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Causes of layoffs:
• Economic reasons
• Reorganization
Layoffs (Termination of
• Violation of discipline
Employment) • Mismatch between the qualifications
of the workforce and the job
requirements
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“Layoffs" can also be due to:
• Entering retirement age
• Died
• Severe sick
• Employees who decide to quit (not satisfied)
Quitting 🡺 Therefore, the loss to the
organization should be kept to a minimum,
by:
• Carry out workforce planning carefully
• Carefully conduct recruitment & selection
• Thinking about the “maintenance” factor of
the workforce
PGP 2005-07
• Utilize retired staff as expert staff
