1. DefinitionSave to FavoritesSee Examples
The process that links the human resource needs of an organization to its strategic
plan to ensure that staffing is sufficient, qualified, and competent enough
to achieve the organization's objectives. HR planning is becoming a
vital organizational element for maintaining a competitive advantage and
reducing employee turnover.
1. HUMAN RESOURCE PLANNING- Is a dynamic management process of ensuring
that all times a company or its units has in its employ the right number of people with
the right skills, assigned to the right jobs where they can contribute effectively to the
productivity and profitability of the company.
HR PLANNING,RECRUITMENT,SELECTION
ANDPLACEMENT NEDIE SAYAT-DAYAO
2. HUMAN RESOURCE PLANNING- Isa dynamic
management process of ensuring that all times a
company or its units has in its employ the right number of
people with the right skills, assigned to the right jobs
where they can contribute effectively to the productivity
and profitability of the company.
3. ELEMENTS OF HUMAN
RESOURCEPLANNING Organizational Planning
Selection and Placement Training Development
Motivation of Employees
4. ASPECTS OF HUMAN
RESOURCESPLANNING Systematic forecasting of
manpower needs Performance Management Career
Management Management Development

2. 5. ADVANTAGES IN USING THE ELEMENTS
OFHUMAN RESOURCE PLANNING Through a
systematic planning of human resource, a company can
be better assisted in attaining its goals and objectives. It
helps the company determine its manpower needs and
provides a method for meeting them. It can be an
effective means of planning the development and growth
of employees. It can assist in placing the employees
properly in jobs where they can maximize the use of their
skills and potentials. It can assist the company in
attracting and retaining better-qualified employees.
6. FIVE STEPS IN HUMAN RESOURCEPLANNING1.
DETERMINING WORKLOAD- determining the business
objectives of the company and analyzing their impact on
each department operational function. FACTOR a.
business development and assumptions b. corporate
planning c. economic forecasts d. changes in plans and
products e. new product lines f. mergers and
consolidations g. other trends
7. 2. STUDY OF JOBS IN THE COMPANY.- job
description and job specification3. FORECASTING
HUMAN RESOURCE NEEDS. How many specialists,
professionals or executives are needed? What is the
level of each? What kind of specialization should each
have? What level of expertise is required? What other

3. production personnel are necessary and how many for
each category?
8. 4. INVENTORY OF MANPOWER- inventory (audit) of
available current manpower.5. IMPROVEMENT PLAN- to
tailor the implementation and improvement plans to meet
the objectives of corporation or department.
9. IMPORTANCE OF A WELLORGANIZED SELECTION
PROGRAM The main objectives of good employees
selection is to acquire people who possess the ability and
competence to accomplish successfully the duties and
responsibility of the job to be filled and the potential to
grow with the company. Finding the right man for a job
and finding the right job for a man who is available are
essential to sound employee selection and placement.
10. - SELECTION- Implies the choice of the one best-
qualified individual from among a number of available
qualified candidates.- SELECTION RATIO- There should
be relatively large number of candidates from which the
final selectees are chosen. The ideal ratio is at least four
or five candidates for each person finally selected.
11. REASON FOR PROPER SELECTION
OFEMPLOYEES Company objectives are better
achieved by workers who have been properly selected.
An incompetent worker is a liability to the company.
Personnel requirement vary from job to job. People have

4. varying degrees of intelligence, aptitudes and abilities.
Labor laws protect employees, making it difficult to fire
incompetent and problem employees. Individuals have
different interest, goals and objectives in life. Careless
hiring is costly and can cause problems to the company,
especially to the supervisors and managers who have to
deal with the workers.
12. AN INCOMPETENT WORKER IS ALIABILITY TO
THE COMPANY Longer job training and need for closer
supervision Wasted materials or damaged tools and
machines because of negligence, carelessness or
incompetence Longer time for completion of an
assignment and poorer quality of finished product Wages
and fringe benefits paid by the company as a result of
accidents in line of duty due to the employee’s
carelessness, inattention to his work, or failure to follow
safety rules.
13. Customer dissatisfaction due to low quality of work,
unsatisfactory or unpleasant associations with the
incompetent worker, resulting in loss of patronage. Low
employee morale and inefficiency. Problems of employee
turnover, discipline. Grievances and even court litigation
and above all the tension and strained relations with the
supervisor and management who must deal with him.
14. DIFFICULTY IN FIRING INCOMPETENTAND
PROBLEM EMPLOYEESThe Labor Code of the

5. Philippinesas Amended and its ImplementingRules and
Regulation protectsemployees against
arbitrarytermination of employee andemployers may not
just dismiss anemployee or abolish a job as theyplease.
15. RESPONSIBILITY FOR
RECRUITMENT,SELECTION SND HIRING OF
EMPLOYEES In small firms, this task is often done
exclusively by the owner of the enterprise, the
superintendent or the manager. In large forms, is to
assign the job of selecting and hiring employees to an
employment office or personnel staff who assist the line
supervisor or department head in this task, following well-
established procedure of selection.
16. INSTALLING A PROGRAM FORRECRUITMENT,
SELECTION AND HIRING Recognition of the need by
management. Selling the program Communicating the
program. Responsibility for recruitment, selection and
hiring. Forms and records. Labor Codes of the
Philippines. Selection of employees from within or
outside the company. Job analysis. Job description and
specification Employment test and interviews
17. Checking of references, police records, and
clearances. Prior registration with SSS Number,
Medicare and BIR for assignment of TIN. Physical
Examinations Introducing, inducting and orienting the
new employee to his job and the company. Probationary

6. period of new employees. Compensation and fringe
benefits of the new employee Performance follow-up
Periodic check-up of the program Validation studies.
18. PROCEDURE IN RECRUITMENT, SELECTIONAND
HIRING1. Study the different jobs in the company, job
description and specification. The first requirement of the
selection process is knowing what kind of man the job
needs. a. exact nature of the job to be filled b. primary
duties and responsibility c. steps taken to perform those
duties and responsibility d. tools and equipment used e.
working conditions under which the specific job is
performed f. amount of authority delegated to job
incumbent g. supervision involved in the job h.
requirement of the job such as education, skill and
physical demand j. environment of the job
19. 2. Requisition of a new employee - To inform the
employment office about the existence of a vacancy to be
filled, the supervisor or the department head concern
should accomplish a formal requisition form3. Recruit
qualified applicants. Recruitment is the process by which
prospective applicants are attracted to apply to the
company in order that their qualifications for present and
anticipated vacancies can be evaluated through sound
screening and selection process.
20. 4. Sight-screen applicants Basis of rapid appraisal:
age; height; years of experience, physical condition,

7. educational attainment.5. Have application form filled out.
Screening is the process by which the applicants are
interviewed and classified into two categories: those be
given examination and further interviews and those
should not be considered at all.
21. IMPORTANCE OF APPLICATION FORM As a guide
when interviewing the applicant As a basis for eliminating
applicants with unfavorable personal data. For matching
the qualifications of the applicant with the job
requirements. For checking on the applicant’s school
records, references and former employers. As a part of
the employee’s permanent record and for communicating
with the employee or his family.
22. 6. Select those who will undergo testing. Tests are
given to supplement the interviews and to determine the
applicant’s abilities, which cannot be gauged through
interviews. Tests are needed to discover mental ability,
aptitude, proficiencies, potential ability, skills and
knowledge of an applicant.
23. EMPLOYMENT TEST OFTEN USED INCHOOSING
APPLICANTS Mental alertness Test Clerical Aptitude
Test Shop Arithmetic Test Mechanical Aptitude Tests
Space Relations Tests Proficiency, Trade or
Achievement Tests Vocational Interest Tests Dexterity
and Manipulation Tests Personality Test

8. 24. 7. Check the applicant’s work experiences, school
records and personal references. The application forms of
those who pass the examination are separated and the
information in them checked for veracity.8. Interview
Objectives of interview: to find out how well-qualified
applicant is for the vacancy to give the applicant the
information he needs to decide whether or not he will take
the job if offered to him to create goodwill for the
company
25. TYPES OF INTERVIEW Directive Interview Non-
directive interview Group Interview Team method
26. 9. Match the applicant with the job. This steps
involves matching the qualification of the applicant
against the requirements of the job s indicated in the job
description and job specification.Danger Signals: a.
stability of the job b. job-hopping or frequent changing of
jobs c. bad habits d. his associates or gang e. financial
habits f. environmental factors and external factors g.
absenteeism prone; accident-prone h. tardiness i.
physical handicaps
27. 10. Do the final selection of the best qualified.
Employment involves three decisions: a. Management’s
decision as to which of the applicants would best fit the
job and therefore may be hired. b. The applicant’s
decision as to whether or not the job is the right one for
him after the supervisor has discussed the job duties. c.

9. The supervisor must decide if the applicant is the right
person who can work with in his team.
28. 11. Have applicants undertake physical examinations
and secure security clearances. The selected applicant is
required to pass a physical examination and also to get
the Police and NBI Clearance.12. Hire the chosen
candidate. a. Hiring papers are prepared. b. The
company official responsible for confirming appointments
makes the final approval. c. The employment contract is
signed by the applicant. d. The permanent personnel
records such as SSS, TIN, Medicare form and other
forms required by the office are accomplished. e. The
payroll section and the department where the new
employee will work are notified of his having been hired.
29. FOLLOW UP ON PLACEMENT When a new
employee is placed on the job, his work should be
followed up to ensure that this progress is not being
hampered by certain problems affecting him or his job.
The check also serves to measure the effectiveness of
the selection and placement procedure. The final
appraisal may be made before deciding whether or not to
change the employee’s status probationary or temporary
to regular.