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Anwarshmeri09@gmail.com

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Organizations are dealing with an unprecedented amount of technological and
cognitive change, and it is likely that the pace of change will accelerate in the future, so
it is very important that professionals in human resources departments play the
primary role of change inside their organizations and work closely with the senior
management in the organization to explore the trends and needs of human resources
in the future As well as helping to change and renew the work environment, so the
practicing of workforce planning is an important and essential element for proper
planning, through the analysis of the internal work environment to know the current
workforce in the organization. The external work environment (the labor market) and
identifying the movement of the labor market, stagnation, demand, or competition for
human resources. To add value to the organization, to fill jobs, entice them, maintain
them, and surround them with a strong fence of shepherds It requires a careful study
to determine the appropriate source for obtaining these human resources in order to
reduce its risks, and the costs of resorting to it and achieve the greatest advantages
from it
Therefore, we focus on the importance of the Mercer model for strategic planning for
human resources and its treatment of gaps, as well as the policy of recruitment,
standards and methods of recruitment, and its contribution to the development of
organizations, increasing their productivity, enabling the organization to obtain critical
jobs and ensuring the future of work, and despite the importance of strategic planning
for human resources, there is often a shortage In the interest by organizations in
determining the future needs of human resources,
and therefore the options they have are limited to deal with situations as well as the
inability to achieve the future strategy, and to deal with the current human resources
from the consequent exposure of the organization to risks and damage to its interests,
and the research begins by giving an introduction to the definition The reader with the
concept of strategic planning for human resources:

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The process of workforce planning and the application of objective and scientific methods
and standards to attract human resources is one of the pivotal things that organizations
must practice and accomplish with great care, accuracy and high efficiency to provide the
organization’s needs of human resources. The organization’s values and culture at the right
time, in the right place, at the right cost, and in the right job. The capabilities, skills,
qualifications, experience, desire and tendencies of the individual are a basis for the success
of the organization and determine its ability to compete with other organizations and to
meet the challenges and changes of the times in the world of information and knowledge. It
also reflects negatively on the organization in the event of non-practice methodologies
Strategic planning for human resources, and the development and improvement of
methods and standards for recruitment and employment on the basis of planning and
recruitment and not on the basis of the immediate need to fill the vacancy and fill the
shelves from the or from the outside with people who do not have the educational
qualifications, practical experience and job competencies, and therefore the organization
will be exposed to the resulting risks For the lack of strategic planning for human resources,
recruitment, as well as the burden of wrong recruitment costs, which are not easy costs.
In this study, we will focus on the importance of strategic planning for human resources,
recruitment, and identification of human resources and their functional capabilities that are
capable of adding value to the organization at the strategic, cognitive and production levels
through the production of goods and services that customers desire and accept to reach
customer satisfaction, loyalty and profitability.
Where human resources are an important and essential part of the organization and have a
positive impact on the organization if they have functional behavior, learning ability,
emotional intelligence and the competencies they need, and negatively if the planning and
recruitment process fails to hire the right people.
The strategic planning process for human resources is also a sensitive process, through
which we will realize the situation of future employees in terms of abundance or shortage,
number and
competencies years before it becomes a reality, so that the organization finds many options
for the organization’s needs of human resources. Two things are intertwined with each
other to provide the organization's needs of human resources, whether from internal or
external sources in the event that they are not available from internal sources.
In the twenty-first century, it is no longer the quality of products that achieves the
competitive advantage of organizations, but rather the quality of people. Therefore, the
presence of human resources with knowledge, skills and abilities, who possess functional
behavior, emotional intelligence, and the ability to learn inside the organization is one of
the basics of the success of any organization or institution in achieving its strategic goals.
And a strategic source to achieve competitive advantage, so organizations strive greatly
to attract highly qualified human resources capable of continuous learning and facing

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challenges in the world of information and knowledge, which makes organizations this
one of their most important goals in order to be able to meet the challenges and changes
of the times as they seek to obtain The best human resources from internal or external
sources, through the application of objective and scientific methods and criteria for the
process of recruitment and selection based on job competencies and matching the job
with the capabilities, qualifications and desires of job applicants and employment based
on prior planning to attract talent and not employment to fill job vacancies, so we will
focus in this research on planning Strategic HR and Recruitment.
Workforce planning is defined as the process of obtaining the right number of qualified
individuals for the right jobs at the right time, at the right cost, and in the right place. in the
labor market) with the available jobs that the organization expects to exist over a specific
period of time, and basically all organizations offer or practice human resource planning,
whether formally or informally, and organizations vary in the extent of their success in
carrying out the human resource planning function, and the success of the organization
depends on The long-term extent of its ability to compete and face challenges on the
extent of obtaining the appropriate human resources with competencies, skills and
capabilities in the right business at the right time and at the appropriate cost. The
importance of the need for human resource planning is due to the existence of a period of
time There is a time period between realizing the need to fill a job and ensuring that the
qualified and skilled individual gets to fill this job, in other words, it is not possible to get the
right individual in an instant or instantaneous manner, (Dr Salah Alden Abdualbake
management of human resources p 95
 The planning of human resources is also known as predicting the use of FAO from
individuals and identifying the necessary steps to meet these needs and to develop and
implement programs and programs that provide those individuals and appropriate, and
appropriate location and at the appropriate cost
Human resources planning can also be defined as a strategy for obtaining personnel, use
and development of human resources in the Organization, human resources planning is the
process of ensuring the adequate number of individuals and the required quality, and in the
correct and timely jobs and achievement of things (Handra Human Resources Book Prof. Dr.
Mohamed Sirfi p No. 125-126).
It also defines human resource planning as the first building block in workforce planning,
and the burden of this planning falls on the shoulders of the director of human resources
management.
 Workforce planning was also defined by Dr. Amr Wasfi Aqili, in his book Contemporary
Human Resources Management P. 229-230 as one of the basic activities (functions) and
practices performed by human resources management in all types of organizations. The

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receiving organization of human resources in terms of its preparation, types and skills, in a
manner that respects the requirements of achieving its strategy, and this is based mainly on
studying the size of the future workload specified in the organization’s strategy, as well as
analyzing the tasks and comparing it with the strength and potential of the future human
resource in it to determine whether the organization needs Additional work force and what
type of skill is required to accomplish the future workload, or does it have a surplus of
human resource (labor force) or there is no shortage or surplus so that the current
resources are sufficient to accomplish the planned workload in the organization’s strategy
and resource planning Human Resources aims to achieve a balance between the need for
the organization’s strategy and its overall future performance of human resources of all
kinds and what is available from these resources in the
organization in the future, through Comparison between the volume of work required in
the organization’s strategy and the work force that represents the potential of human
resources available in the future. These resources are greater than the required volume of
work, so in this case the organization will have a surplus in its human resources in the
future, which must be disposed of because it represents a cost of work that affects the
profits of the organization negatively.
It also defines human resource planning as that group of qualified individuals with the
skills and abilities appropriate to certain types of business and those willing to perform
those jobs with enthusiasm and conviction.
 The ability to do business.
 Desire to do business.
The two adjectives are concurrent, complementary and interactive, meaning
that they complement each other, and one of them is indispensable to the other, that the
performance of the work depends, then, on the interaction and integration between the
capabilities of human resources and their desire to perform the work. It sets the lines, that
is, manages the means, determines the timings, takes guarantees, and provides the
appropriate conditions that will make it possible to reach those targeted matters in a future
period of time (Dr. Ali Al-Salami - p. 147).
It can also be said that the human resource planning process is based on three main ideas:
1)Forecasting future human resources demands and is done in light of the light of the work
of the Organization's strategy and total performance.
2) Forecasting the extent of the organization's ability to provide or meet the demands of
future work from its available human resources. This is done through the so-called work
force analysis, which includes knowledge of determining its capabilities to implement the
required volume of work.
3)Comparing what the future work needs in terms of human resources with what is
available in the organization to find out whether it will have a surplus or a shortage in the
future.

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1- information about the organization.
2-orgnizational structures .
3- work policy.
4- Management objectives.
5-Job classification
6-Methods and means of available work.
7-Work systems, procedures and rules
8-The nature of the clients that deal with the organization.
9-Information on the sources of nutrition in human resources in society
(Universities - institutes - education institution - training centers - production and
service units - information about individuals' specifications, trends and motives for work
and the nature of the psychological and social conditions in which they live - information
about the dynamics of the labor market and the balance of supply with demand and
levels of salaries prevailing in the labor market for specific jobs and then This
information reveals the availability of alternative job opportunities for the individuals to
be attracted, and thus the strength of their competitive position against the organization
wishing to employ them. Dr. Ali Al-Salami - pg. 149.
1- Ensure the effectiveness of predicting the needs of the current and future human
resources, and employment and employment in accordance with the Organization's
performance objectives and practices.
2- Redistribution of human resources inside FAO to ensure institutional objectives in all
regulatory departments.
3- Measure the burden of regulatory departments, determine the shortage or increase in
the preparation of human resources operating in any management in the Organization.
4- Integrated design methodology for human resources planning in the organization.
5- Complete the needs of individuals in timely and appropriate place and appropriate cost.
7- Planning promotions, career and functional changes. Prepared for vacancies that
emerged as a result of retirement or resignation or causes of leaving different service
8- Estimation of human resources costs and prepare payroll and benefits.
9-good preparation recruitment , selection and appointment , and the objectives of the
organization
10- Ensure continuity of work without any stop or obstruction.
11- Reduce wrong recruitment and its cost.
12- Reduce position rotation and its cost.

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1- recycle of employment .
2- technological changes in equipment and machines.
3- institutional expansions.
The HR manager should have a plan that includes the following.
1-Existence of lists of current jobs and the number and quality of employees who currently occupy them.
2- Determining the number and quality of personnel the organization needs based on existing or proposed
organizational structures.
3- Planning and coordinating with all organizational management in the organization in order to determine
the future needs of human resources in the short and medium term.
The methodology represents the main reference for the organization’s strategic planning, recruitment,
selection and hiring practices. A set of methodologies, standards, and foundations are developed to assist
the organization in managing human resource strategic planning practices by focusing on two main
interrelated and mutually supportive factors:
 Strategic planning for human resources.
 Recruitment talent, selection and hiring.

As shown in the following figure:
1- annual needs of human resources
plan
4- Supply and demand for human resources.
2- find talents with effective 5- The organizational structure and its variables.
6- Demographic data for human resources.
7-Organizations' future plans for production and growth.
8- Job descriptions .
9- Job specifications.
10- strategic goals.
Strategic planning for human resources
Recruitment , selection and hiring
Input
Out put

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Definition
element
n
Recruitment talents with effective
Strategic planning for human
resources
1
The alignment of the workforce with the institutional and
operational goals of the organization contributes to achieving the
organization’s strategy and objectives
Improve efficiency and
effectiveness
2
The change from recruitment policies and procedures to fill the
job vacancy and fill the shelves to the policies and procedures for
pre-planning the workforce will work to achieve a balance
between three things - cost - quality - speed - the right place
Identify and provide the suitable
talent from human resources
3
Attracting and attracting talents with creative and innovative ideas
capable of adding value to the organization
Marketing and promoting the
organization as a recruitment
destination for job seekers
4
Providing the competencies of human capital with the intellectual
and knowledge stock that will contribute to improving processes
and procedures, thus improving productivity and achieving
customer satisfaction and loyalty.
Improve productivity and
achievement
5
Reducing job inflation by determining the optimal number of
workforce will improve workforce costs and contribute to
achieving efficiency without compromising quality
noit oitstso tsoc
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Attracting talents with a sound scientific methodology and
following an organized and accurate interview and evaluation
process that enables the organization to attract and hire the best
talent
Recruitment the best talent
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A competency-based approach to interviewing and talent
assessment procedures enables the organization to anticipate the
skills, strengths and areas of professional development for talent
and achieve the targeted development process in accordance
with the strategic vision.
Enabling the targeted
development process
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Internal factors
Internal and External Environmental Variables:
They are the internal and external variables that affect the organization’s activity, its future business
volume, and the workforce. The capabilities of human resources that will be available in the organization in
the future, as well as the impact of the direction of environmental variables, both internal and external, on
the organization’s activity and future business volume on the one hand, and the work force that will be
available in it in the future on the one hand. other.
analysis of SWOT
e
external factors
Analysis of labor market
Supply the human
resources in the labor
market
Request the labor
market by employment
human resources
Demand more than supply
Strong labor market
Supply is larger than Demand
Weak labor market
Labor market
Weakness
Opportunities
Strength
Threats

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First: The current human resources in the internal work environment are analyzed according
to the following
1-Determine the level of knowledge, skills, abilities and other characteristics.
2- Analysis of the distribution of human resources in terms of age categories and so on .
3- Analyze the results of evaluating the performance of human resources.
4- Analysis the organizational structure, career paths and succession plans.
5- Job descriptions.
6- External streams such as:
 Promotions
 resignations
 the retirement
 Termination of service
 current competencies.
Internal flows like
 the transfer
 promotions
 appointments
 Rehiring.
7-Study job satisfaction rates, and competency view of job security.
 Organization of human resources according to the following: -
1-The appropriate combination.
2- Appropriate skills.
3-The appropriate number.
4-the appropriate place.
5-Appropriate cost.
6-the appropriate place.

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Third : analysis of the gap in preparation of workforce
Meet supply with demand treatment and disability
The essence of human resources planning is an interview on human resources requesting or disposable
from these resources over a period of coming (five years, Osnah) and will result in three different cases,
and they are:
The first case matching the demand with the display and rare what happens.
The second case has a difference in increased or surplus in the disposable employment
The third case there is a deficit in the unable to employ the following form an integrated
framework for an interview with display and ways to address surpluses or disability. The following
form displays an integrated framework to interview the demand for presentation and means of
processing surplus or deficit according to:
Procedure
Lay off
Retirement
Termination of the
contract
Human resources planning
The current number is
the greater than the
planned number
The current number
equals the required
numbers
The current number is
less than the planned
number
Procedure
The situation remains as is
Procedure
Recruitment
 Selection
 Hiring
A map to address the increase or decrease in human resources
Surplus
)+(
identical
(
0
)
shortage
(
-
)
Supply
demand
Supply
Demand

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The results of the gap are displayed in the preparation of human cadres according to the following
form:
The
difference
Human
resources
required
(required)
Number of
net human
resources
Expected
Human
Resources
Movement
Current
Human
Resources
(Display)
Position
Section
Management
n
2-
7
5
-
1-
6
Training
Specialist
Department
of training
Training
management
3+
12
15
3+
2-
14
An engineer
Maintenance
Department
IT
management
4-
12
8
2+
4-
10
Recruitment
Specialist
Employment
Department
Human
Resources
Management
5
7
7
1+
2-
8
Planning
Specialist
Planning
Department
Workforce
Human
Resources
Management
Forth : Methodology for identifying the career needs of human capital and competencies for
organizational management
The size of human resources requirements is estimated through the so-called workload with a
note, the logical start is to answer the following questions:
1-What is the amount of work of the total work required.
2- What is the amount of work that the individual can play and if we take into account the impact of both
psychological and organizational variables expected to happen on the burden of the work, there is a very
important issue that is the nature of the job or work to estimate needs
We supply some examples of needs assessment according to the following:
The first example: -
1- Determine the standardized time it takes.
2- Locate the current time it takes.
3- Select productivity indicators.
The standardized time to complete the tasks in one of the following methods:
Average account
-
Specify the maximum time (MAX) to perform tasks.
-

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
Second example:-
The Director-General of the Department requested the Human Resources Department to complete 600
transactions per month, and the productivity of one employee was 500 transactions per month = the
number of employees required
600÷500=1.2 employee
Actual number of hours per month = 8 x 22 = 176
Number of labor required = 640÷176 = 3,6 employee
That is, the administration needs 4 or 5 employees to find all the activities

Third example:-
Calculating the number of human resources required:
The human resources required for any organizational department are calculated according to
the following: -
Documenting all management activities.
1- Calculate the expected time to complete each activity.
2- Calculate the number of times each activity is repeated per month.
3- Calculate the total time required to complete each activity by multiplying the expected duration of
each activity by the number of repetitions of the activity per month.
4-Calculate the total time required to complete all activities by adding the time required to complete each
activity.
Calculate the actual hours per month.
Calculate the number of workforce required for the management by dividing the total time required to
complete all activities by the actual hours per month 140 hours

Illustrative example:
The task
Expected time to
complete
Number of repetitions of
the activity in a month
Total time required
To perform an activity
(hour)
Activity (1)
3
60
180
Activity (2)
4
80
320
Activity (3)
2
20
140

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Fifth: Analysis of the current status of the functional wrestler for human resources in the
Organization:
The current status of the functional functions of human resources is analyzed according to the SWOT
methodology for the following elements:
1- analysis of functional talents , and defining strengths and weaknesses.
2- Analysis of current human resource performance evaluation, productivity, behavior, discipline.
Workforce's competencies:
supply and demand analysis of functional damages and define gap in human resources competencies
through comparison of supply and demand for competencies and determine the workforce competencies
at the level of posts between and determine what is available from walls, number and type of grandeur
Topic Three
First: Analysis the supply of the workforce:
The offer is made to determine the workforce to identify the preparation of workforce with the
organization's numbers and competencies in all management and departments as well as future
changes in the presentation by predicting the movement of workforce and
- General Functional Structure
- Sub-Structures for Administrations and Departments
- Functional specifications
- competencies
- Workforce factories
- Performance appraisal Reports
– recycle position
Shortage in competencies
When the required
competencies are not
available within supply
Matching in competencies
When the required
competencies are
available within supply

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- Promotions Rate
- Historical Data on Workforce factors
- analysis the supply of workforce in labor market in order to Know the competencies , skills are
available in workforce .
Second: Handling the surplus of human resources:
In the event of a surplus of human resources - one of the following alternatives or options must be chosen:
Recycle work
Why
found
Weakness
Why
found
Strengths
An importance elements of
competency
yes
Practical experience in wage
design
yes
Practical exercise of
compensation systems
No
High skill in making collective
agreements
yes
Job analysis skill
No
Familiarity with the economic
and social influences of the
labor market
yes
Good knowledge of HR
components
No
Leading a team with long
experience
yes
Skills in analysis of number
yes
High skills in using Excel
Superior ability to negotiate
agreement
Firm nature in decision-making
No
Establish a good relationship
with Finance, Personnel and
Remuneration Department
This mechanism is used in the modern organization and achieves many goals, the most important of
which are:
1- Overcoming the surplus in the number of workers by transferring workers to places where there is a
shortage or suffer from severe work pressure.

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2-Strengthening and job enrichment and enabling employees to perform various functions in the
organization.
3- Enhancing job stability and raising the morale of employees.
4-dispense with the least service life.
 Work rotation application process requirements:
1-Identifying the peak periods of work and where they are at their lowest level in each of the
organizational departments, and whether there is a certain pressure in certain seasons of the year.
2-Recognizing the job competencies of employees in each department,
3- identifying strengths and weaknesses, and identifying people who can be rotated through job rotation
Identification of the organizational department and the departments in which the selected employees can
be trained and trained.
4-Identifying the training periods and timings and determining the necessary training contents for each
employee.
5-Preparing a comprehensive and integrated program to rotate work in the organization.
Redistribution of employees:
The work is redistributed based on the following bases:
1- Recognize the possibility of redistribution in the organization.
2-Mapping new businesses or functions by reviewing the design process, business division, or business
reorganization.
3-Identifying the qualifications, experiences and skills possessed by the workers and the possibility of
benefiting from them in the event of the transfer and redistribution of workers. This method can be used
through the following two methods:
A)If there is a clear surplus of workforce in some departments or departments, with the possibility of
transferring employees between these locations, due to the similarity of the works among them.
B)If there is a clear surplus in workforce in some locations, and there is no apparent shortage in other
locations, then it is possible in this case to think about the possibility of making an expansion in the
organization so that this surplus is absorbed in these possible expansions, and that is if there is a surplus
of workforce Of those with expertise or competence that the organization is keen to retain.
Addressing the shortage of human resources:
If it is found that there is a shortage of numbers or qualifications among the workers, one of the
following alternatives shall be applied:

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1- Restructuring and re-planning of the organization so that any functional needs can be covered through
reorganization.
2-Development and training of current employees, and this can be done by getting to know the employees
and their positions in organizational departments and companies, and the quality of training and
development that may enhance and double the level of efficiency.
3-Reorganizing the work by expanding the scope of duties and responsibilities of the employee by adding
additional responsibility tasks so that the deficiencies of the functional needs are covered.
4-Attracting and appointing new employees, and this must be done if it is not possible to implement the mentioned
methods and mechanisms and when there is a focus on the effectiveness of performance and can only be achieved
through this way.
Forth topic
First: What is recruitment:
The term of recruitment refers
To the search for human resources needed in the Organization's human resources search market in the
labor market, which has explained by the human beings in light of the requirements of the Future
Organization's strategy, and then work as possible, viguards and specifications that are achieved through
the derivative
Expanding the activity of the future organization, as this expansion may require the organization to need
additional new human resources in order to cover it.
Replacing some human skills that are currently working in the organization because they are no longer
needed, and replacing new skills from the labor market.
In the case of a scarcity of human resources in general in the labor market or in some specializations
that the organization needs (Human Resources Department - Omar Wasfi Aqili - p. 273-274).
Recruitment is also defined as attracting the largest possible number of job seekers, in order to choose the
best elements from among them. This job is called recruitment and selection, and it means attracting the
largest possible number of candidates to fill and vacant positions, while the selection function means
filtering these employees to reach the best of them. (Human Resources Department, Dr. Ahmed Maher,
p. 139).
Recruitment is also defined as the search for the human resources required for the organization and a careful study
of the sources from which workforce can be obtained. There is no doubt that all sources may not be useful for most
organizations to use, and the importance of Egypt may vary from time to time as a result of the influence of supply
and demand conditions in the labor market, and in society in particular and economic conditions in general.
(Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi 2107)

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Second: Definition of recruitment:
The recruitment knows that the search for the most appropriate and work on attracting and attracting the
competent individuals to work in the Organization, 2007 Salah al-Din Abdul Sakki.
The recruitment has also been defined as the organization's activities for the search for and attracted
candidates to fill functional vacancies, with the required number and quality, desirable, timely, appropriate
location and appropriate cost and therefore can be said that the activity of recruitment is needed when
Human resources recruitment:
Recruitment is defined as the first step in the recruitment and selection process, which is the same as a
series of barriers, planning the workforce is the process of preparing plans to fill or avoid the expected
functional blanks from the analysis of new or expected jobs to be formulated (Human Resources
Management Jari Dixler - p.148-149)
Third: Importance of human resources recruitment
The importance of recruitment is estimated by its relationship with the selection and appointment of one of
the human resources management functions. When recruitment succeeds of attracting the human
resources, with high standards and in accordance with what is required, the process of selection and
appeals
Fourth: Recruitment Goals:
 Provide an adequate group of appropriate applicants for jobs and at the lowest possible cost.
 Work to increase the number of applicants to work in the Organization for the maximum and at the
lowest possible cost.
 Contribute to increased efficiency and effectiveness of choice by attracting suitable individuals The
selection and choice is competent among them.
 Reduce the efforts and expenditures of human resources activities for the operation before training.
 Achieving Legal Social Responsibility.
 Provide adequate number of appropriate applicants to fill the functions at the lowest cost.
 Attracting staff with efficient people who are able to improve the abilities of the
Organization. (Book attribute and talented staff).
It is also objectives:
 The development of human resources plans is to determine the numbers and the damages to be
provided, sources and ways to obtain them.

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 Focus on the process of inputs for the process of achieving the properties of the job and the
qualifications of the job, the employee and the fights and its wishes to accept the post.
 Limitation of career caution due to inappropriate function with tendencies and employee capabilities.
 Moving away from employment to fill job vacancies and moving to planned employment based on
the outputs of human resource planning.
 Reducing the redundant numbers in some departments and determining the human resources link
at the level of each organizational department based on the workload.
 Choosing the right people, reducing wrongdoing, people with talent, creative and innovative ideas,
and the ability to learn and keep pace with change.
Fifth: Elements and elements to attract and attract human resources:
There is a group of resistances and elements that contribute highly effectively to making the organization a
target and an endeavor for job seekers (job), as these ingredients and elements work to provide a large
number of job seekers, and therefore the organization can conduct examination, comparison and selection
of individuals with high competencies and capabilities and those with functional and cognitive behavior who
have abilities High mental or emotional intelligence and innovative thinking.
These resistors and elements are as follows:
1-Enhance positivity.
2-Providing a dynamic wage structure that achieves internal and external justice, as well as an effective
system of incentives and rewards.
3-Corporate Culture (Corporate Values)
4-Balance between life and work by providing programs that help the employee and support him in facing
the burdens of life
5-Providing career development opportunities for those who deserve it based on qualifications,
competencies, knowledge and skills.
6-Management of the employee based on practical goals - leadership competencies - basic competencies
- technical competencies.
7-Provide a clear transparent system for job promotions.
8-Preparation
9-Maintain mutual respect at all times.
10-Existence of clear and understandable criteria for measuring and evaluating performance that do not
tolerate personal judgments.

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11-Continuous training and development.
12-Leadership style/job security.
Steps for attracting and selecting human resources:
1- Workforce planning, where the organization’s needs of human resources are determined according
to production, marketing, sales plans and technology variables in machines and devices and work
in the coming periods
2- Managers' requests from labor, and this process includes determining the number and preparation
and types of labor required in terms of job competencies and number.
3-Determining vacancies Based on the previous two steps, the Human Resources Department has a
complete vision of the number of vacancies to be filled in which departments, sections and any job levels.
4-Considering the job analysis and reviewing the specifications of the job occupants After determining the
number of vacancies, it is necessary to review the job analysis to know the job requirements of the duties
and responsibilities as well as review the job specifications that should be available in the job holder.
Foreign labor markets:
5- External labor markets mean labor (labor force) coming from neighboring and non-neighboring
countries that have an abundance of human resources willing to travel abroad for work, due to the low
level of salaries and wages they have. This source is considered one of the good sources for
attracting human resources in these human resources or The scarcity of some specializations and
skills, and the incoming human resources are characterized by their diversity in terms of
specializations, skills and level of educational attainment. They are usually trained, qualified and ready
to work and do not need education, training and costs, and there is flexibility in completing their work
without problems. (Contemporary Human Resources Department - Dr. Omar Wasfi Aqili -290 -291-
293).
Functional talents:
Applicants are analyzed and evaluated for jobs, attracting and recruitment according to the functional
functions and the following ideal:
Candid
ate
Qualifica
tion
Scient
ific
expert
ise
Professi
onal
Certificat
es
Micros
oft
Softw
are
leaders
hip
Responsi
bility
Emotio
nal
Initiati
ve
Tea
m
spir
it
Effective
communic
ation
Solvin
g
proble
ms
Data
analy
sis


21
 Putting an emirate for each standard with a maximum of ten degrees so that the most important
 criterion is granted ten degrees and therefore the weights of other standards are placed in accordance with
its importance
 Candidates are opted for high-definitions and an interview with applicants.
The fifth topic
Sources of recruitment
‫أ‬
-
recruitment
Internal
The introduction
The Organization is planning and identifying its human resources needs in future periods in terms of
preparation, functional descriptions, taxes and capacities begin then step on how to obtain these talented
workers with efficient and knowledge, the recruitment process,
Define the internal sources
This is meant by the application of employment policy from inside the organization through internal
employee's internal transportation to another post, and the organization tracks this policy to create human
resources balance in terms of quantity and type in various regulatory administrations. In some other
departments, there is a lack of some other departments,
1-internal :
The Organization's promotions should be adopted in accordance with an organized, clear and commercial
plan for all employees, so that the relationship between each post, other functions, roads and actions to be
followed for upgrading and progress from the least post to the highest function is necessary here
2-skill stock:
This method is used when the organization has a full perception of the capabilities and skills available to
its employees, where the needs of each job are identified in terms of expertise, capabilities and skills, and
refer to the skills inventory to search for those who have those skills and capabilities, and the job is then
filled either by transfer or promotion. (Ahmed Maher -2004 -145)
3-Internal advertising:
When the organization wants to fill some jobs from the at the lowest organizational levels, it would be
useful to publish its need on the organization’s bulletin boards. These advertisements are read by the
organization’s workers and publish those needs outside the organization in the vicinity of friends and
family,

22
where the job is then applied by whoever finds in himself specifications that occupy it on the side
Colleagues, acquaintances and friends. (Aqili 205-299)
4-Through colleagues and acquaintances:
When the organization has the desire to occupy one of the jobs with rare specializations, it may require its
employees in the same profession or job to contact their friends who meet the conditions to occupy that
job or profession and tempt them to join the work (Ahmed Maher 2004-146).
6-recruitment
It is the beginning of the process by attracting human resources, and this step includes a number of
activities
Advantages of internal recruitment:
Recruitment features include the internal source:
1-Staff reward.
2-The knowledge of the goals and cleanliness of the organization is less time takes to appoint in the job
3-Less cost recruitment.
4- less time for hiring in position
5-Lift the morale of staff.
6-Raise satisfaction and affiliate staff.
7-Promote promotions and track staff.
8-Low rate leave work.
Disadvantages
As he was polarized from the internal source of advantages, he was in return, as follows:
Planning of
workforce
Requirement of
managers from
employment
Identify the job
vacancies
Analysis of job
and review of
job
specifications
Recruitment
Steps of recruitment process

23
1-Limited number of competencies.
2-Do not add new ideas or knowledge
3-Discontent with employees and obtain reactions.
4-Increase training and development costs.
5-Lack of knowledge and skills and capacities and cultures.
6-Provide accurate information from the employee by the reference officer of the employee who has
nominated.
7-The staff member of the post shall have a clear picture of the work of the organization.
8-High efficiency. (Aghili-184-183)
External recruitment sources:
Determining the sources of human resources is one of the components of the Poetic Program, the achievement of
the target of recruitment activity requires briefing and knowledge of sources that the organization can be dependent
on its human resources requiring in terms of number, type and specifications required to fill vacancies or empty
1-Educational institutions:
With the rapid technical developments and the emergence of contemporary and marketing, marketing and
financial concepts, which are reflected in the development of working methods, organizations in general
and industrially needed to be eligible and professional rehabilitation of this development and
A)Universities are a good reputation in terms of their training plans, savings and laboratories.
B)There are gender and scarcity of specialties.
C)The rates of their annual graduates will be abundant.
D)The rates of their graduates are high. (Aqili p290)
2-Employment Offices:
The offices of use or employment are intermediary between private organizations and individuals wishing to
work on a second time if they retain all information on the need for the need for the need for and volatile
posts and also with employment agents (Maher p. 206-148)
3-Relatives and friends of the Organization:
This source calls a term
(WORD-OF-MOUTH RECRUITING)
It is considered familiar sources that the Organization can
depend on its human resources needs and in particular in the case of scarcity or for some specialties

24
or skills and the benefit of this source in obtaining human resources from a social level approximately
approximately
4-Scientific Associations:
These associations are a source of reliable sources in the recruitment process and to meet the needs of
the Organization from human art.
In applying and requesting work in their organizations, especially for some rare specialties, these meetings
are useful to some extent due to their short duration, but they can be used as an initial step in the
recruitment process. (Aqili - 292)
5-Direct Employment Requests:
The human resources management will receive from time to time directly from outside the requests for
direct work, they wish to work without the organization has contacted them and in advance, and they are
usually different from a collection level
External recruitment benefits: The external source of human resources has been characterized by
the most important feature:
1-Supplying new human resources with new human resources and culture and sophisticated companies
nourish new blood.
2-Supplying the organization with temporary human resources can be dispensed after the need for them
3-Wide choices of competencies
4-Provide new ideas related to activity
5-Add new talents add value to the organization
6-Bridging the needs of the organization of competencies
7-Promote the diversity of culture in the organization.
8-Organization's growth.
9-Reduce training costs.
External recruitment negatives according to the following:
1-More expensive employment.
2-Responding existing staff in the organization.
3- Low staff satisfaction.
4-Increase leakage and loss rate.

25
5-The possibility of mighty employment.
6-Lack of knowledge with the culture of the organization
7-Longer time for recruitment.
8-Lack of existing staff. (Omar Wasfi Aqili S285-286 - Contemporary Human Resources Management
2004)
topic
The sixth
plier:
of human sup
recruitment
Methods of
First: Introduction
Recruitment activity usually usually uses multiple reciprocate methods and is a broad spread that
is explained in short:
A)External recruitment methods:
1-recutment of advertising:
The organization's vacancies are announced through the preparation of an ad material containing short and
basic information on the organization and its vacancies and their advantages for employees and the ad is
published by the following means:
 Radio
 TV
 Stores
 Daily newspapers
 Social networks (Facebook - Twitter - Instagram - the organization's website)
The job advertisement should also be well formulated to arouse interest according to the following:

26
The advertisement must also contain basic information as follows:
 Organization name and address
 A general description of the organization and the nature of its work
 Names of vacancies
 Defining vacancies and giving a brief overview of the purpose of the job, its tasks and
responsibilities‫م‬
 Job descriptions as follows:
(Educational qualification - minimum years of experience - level of merit - knowledge - skill - abilities
- training)
 How to apply for a job in the organization
 Job application deadline
 interview date
 Salary or wages for advertised jobs
 Additional benefits provided by the organization to its employees.
In general, polarizing advertising in any advertising medium requires good skill.
(Contemporary Human Resources Management is Strategic - Akili - 2004 - 296-295)
internal recruitment methods
There is no doubt that the internal sources of recruitment are numerous, including the following:
 internal advertising:
Chart (AIDA)
action
Desire
Interest
Attention
Give the good reason to apply on the job
Motivate their desires to apply on the job
Make sure they are interested in advertising
Take attention of competencies or talents

27
Bulletin board inside the organization, as many organizations use the internal bulletin board to announce
vacancies in the organization, as these means provide employees in the organization an opportunity to
submit a job vacancy.
 Direct manager
In cases where the organization needs to fill a specific job, the manager from inside the organization can
submit the nominations of its employees to fill this position, and this method is characterized by the fact
that the manager has great experience with the level of performance of the nominated workers and their
ability to perform the required job tasks, as well as this source is characterized by low cost The speed of
obtaining nominations from inside.
 Professional colleagues:
This source can be relied upon in cases where the organization wishes to fill some specialized professional jobs, and
the workers in this profession are often highly linked to each other, if the organization wishes to appoint an analyst
for a system, it is possible that workers can (Aghili -299)
Polarized efficiency measurement standards
To find out the extent of the competencies and effectiveness of attracting human resources, and
that the goals of recruitment are to mitigate and that the processes and procedures of recruitment
are on the right path, and that any deviation from the destruction, vital measurement indicators
(KPIs) are set. follows:
Recruitment
efficiency
ehT
cotwTs oy TtieofTTi qho
i iiTs thT isow tsoc sf iTssos a
thT tot e cotwTs oy TtieofTTi sc
thT isTpsooi
3
tocthi iTssos os
thT cotwTs oy TtieofTTi qho
i iiTs thT yssit fT s a thT tot e
cotwTs oy TtieofTTi sc th t
iTssos
20 employees were hired after three months, 15
employees passed the probationary period.
Employment efficiency = 15÷20=75%
Time taken
to place
jobs
Total number of days taken to
place jobs ÷ number of jobs filled
(creating employees)
The United Company had a number of vacancies
that were filled, as follows:
Accountant appointed inside 15 days,
HR Administrator appointed in 20 days,
CFO job hired in 40 days
The time taken to place jobs is 15+20+40÷3=483
days.
The average scale is 42 days

28
Recruitment
cost The
average
cost of
hiring one
employee
Total recruitment cost + number
of appointees
The cost of hiring from a newspaper advertisement
was $300 and the cost of a recruiter's salary for 6
working days of interviews was $200.
Other expenses are $200.
Number of jobs 5
$700 ÷ 5 = cost of hiring one job
Efficiency of
the
selection
process
Dividing the number of people
who passed a stage of
employment by the total number
prior to this stage.
Recruitment stages
Job applicants.
CV filtering.
Conducting interviews and tests.
Accepting candidates.
Accept the job offer.
05
÷
055
=
Job applicants - 300
CV Filter - 100
Conducting interviews and tests - 50
Accept Candidates -10
Acceptance of a job offer -2
The second stage is divided by the first stage
100÷300=33%
Or dividing the third stage ÷ second stage
50÷100=
05
%
Efficiency of
the
selection
process
Dividing the number of people
who passed a stage of
employment by the total number
prior to this stage.
Recruitment stages
Job applicants.
CV filtering.
Conducting interviews and tests.
Accepting candidates.
Accept the job offer.
Job applicants - 300
CV Filter - 100
Conducting interviews and tests - 50
Accept Candidates -10
Acceptance of a job offer -2
The second stage is divided by the first stage
100÷300=33%
Or dividing the third stage ÷ second stage
50÷100=50%
05
%
Employer
Efficiency
Number of individuals appointed
by the employer ÷ total applicants
from the same employer x 100
5 individuals from social networking sites were
appointed, out of the total applicants from the
same site 50 people
5÷50x100=10%
It is possible to calculate it differently by dividing
the number of applicants from one recruitment
source by the total number of applicants from all
the recruitment channels used for recruitment to

29
find out the most attractive source to generate
many applicants, for example an advertisement in
the newspaper = 100 applicants
An advertisement in a social network = 300
Advertisement on my job site = 200
So, the efficiency of the newspaper in attracting
superior students = 100÷600 = 16.6%
The efficiency of the social network = 300 ÷ 600
= 50%
Employ me site efficiency = 200÷600=33.3%
Employment
courses
Number of service leavers ÷
average number of employees x
100
Average number of employees =
(number of employees in the first
period + number of employees in
the last period) x 100
join
Number of people employed ÷
average number of employees x
100
job stability
Number of employees with a
period exceeding one year ÷
Total number of employees
during the past year
Probation
Number of employees who
passed the probationary period ÷
Total number of employees in the
same period x 100
15 sales representatives, 20 workers, 20
engineers were appointed who passed the test
period with an evaluation of 85% or more
10 sales representatives, 15 workers, and 15
engineers
40÷55x100=72.7%

31
Results and Recommendations:
First, the results:
1-The human resource planning process positively affects the recruitment of talents with special
competencies that are commensurate with the real needs of organizations, and effectively contribute to
achieving competitive advantage and the profitability of organizations.
2-Human resource planning effectively affects the organizations’ awareness of the human resources
available to them, in terms of numbers, competencies, shortage and surplus in jobs, as well as the fairness
of distributing tasks and responsibilities to individuals at the level of organizational departments,
determining their needs for human resources from the labor market, preparing competencies, as well as
the dynamics of
the labor market and the extent of supply balance And the demand and competition for those human
resources that are targeted to attract talent and emotional intelligence at work.
3-The organizations that job seekers want are organizations that work to develop the employee, refine his
skills and raise his merit, in addition to giving him appreciation and respect, presenting ideas and
suggestions, allowing him to participate in decision-making, benefits, compensation, reward and health
insurance for them, and changing the recruitment process has a major role in giving confidence to
applicants That this organization is most appropriate.
4-The career path system has a significant role in motivating individuals in organizations to achieve
results, increase their effectiveness and contribute to increasing the spirit of competition.
5-Good job advertisement design Effective job advertisement attracts large numbers of job seekers, while
facilitating the efficient and effective selection of human resources.
6-Social media is the most efficient and effective means to advertise a job, specifically LINKEDIN.
Second: Recommendations:
1-Organizations should have human resource planning as a systematic approach.
2-Attracting human resources according to the principle of selecting candidates who possess behavior and
thought appropriate to the company's values and culture.
3-The human resources manager must identify the level of fit between the candidates and the job by
evaluating the mental abilities, personal characteristics and professional tendencies to reach the
appropriate competence.
4-Recruitment and recruitment are the first step in building the human capital of the organization, and it is
important that this be in accordance with

31
(The right combination - the right qualifications - the right number - the right costs - the right place
- the right time)
5-Application of capabilities and competency measurement options to measure the applicant’s ability to
learn and interview to gain knowledge. These choices are characterized by not based on measuring the
applicant’s knowledge, experience and skill for the current job, but rather targeting what is deeper than that
is the selection of individuals who have the ability and ability to learn, and rapid development after joining
the organization
6-Recruitment and employment based on behavior and competencies, not experience and skills.
7-Assigning the recruitment and appointment of human resources to individuals with competence, those
who possess knowledge, capabilities and skills, and those who have previously practiced the application of
objective and scientifically proven standards and methods of recruitment, in order to reduce the errors of
hiring or not hiring, there may be individuals with competence who are not employed and the organization
deprived of Investing in human capital, and other individuals whose knowledge, skills and abilities do not
match the needs of the organization and are employed and add cost to the organization without return.
8-The organization should look at attracting and appointing human resources on the basis of an
investment like other investments. (Success - Failure) The feasibility of the project.
 The references :
 Human Resources Department, Dr. Ahmed Maher, p. 139
 Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi
2017
 Dr. Ali Al-Salami - pg. 147
 Dr. Ali Al-Salami - pg. 149
 Dr. Salah El-Din Abdel-Baqi, Human Resources Department, p. No. (95)
 Prof. Dr. Muhammad Serafi’s Human Resources Engineering book, p. No. (125-126)
 Dr. Amr Wasfi Aqili, in his book Contemporary Human Resources Management p. No.
(229-230)
 Human Resources Management - Omar Wasfi Aqili - Pg. 273-274
 Human Resources Department, Dr. Ahmed Maher, p. 139
 Human Resources Department, p. 155, Dr. Salah El-Din Abdel-Baqi, Dr. Ali Abdel-Hadi,
2107

32
 2007 Salah El-Din Abdel-Baqi
 2006 Mohammed Al-Serafy
 Human Resources Management Gary Dessler - pp. 148-149
 Dr. Omar Wasfi Aqili - p. 175
 A book for attracting qualified and talented employees
 Contemporary Human Resources Management - Dr. Omar Wasfi Aqili -290-291-293
 Atallah 215-144
 Ahmed Maher -2004-146-145
 Contemporary Human Resource Management Prepares Strategic 2004 -296-295
 (Aqili-184-183)
 (Aqili pg. 290)
 (Maher p. 206-148)
 Omar Wasfi Aqili pp. 285-286 - Contemporary Human Resources Management 2004 AD
 Ahmed Al-Zahrani/ Workforce Planning.