Model an HRP for Effective Recruitment Strategy
Human resource planning (HRP) is the strategic implementation of human capital; wherein the role of managing the scarce resources and the fulfillment of role integration befalls the human resource department. HRP is designed to allocate human capital where necessary to meet the demand of organizational targets. And human capital is expensive, therefore to realize effective execution, the process of HRP should resolve cost-effective measures such as leveraging predictive modeling and hiring the principal at or below the market rate.
4 Steps To An Effective Recruitment Strategy:
[Forecasting] Develop supply and demand predictive modeling by gathering and analyzing current, past, and forecast data.
[Establish Objectives] That are fiscally attainable and are aligned with company policy, vision, culture, and goals.
[Design and Implement] Plans and action programs for recruitment, training, payroll, benefits administration, and compensation.
[Control and Evaluate] HRM plans to record progress and data for future execution.
An effective recruitment strategy would be aligned with the most salient organizational targets, with expectations, and therein the implemented stratagem supported by gathered data from predictive modeling. Per the aforementioned strategy, effective strategic forecasting would be derived from analyzing internal strengths/weaknesses and external threats/opportunities, with core competencies leveraged.
My conjecture would be that the most effective HRP would determine the exact talent required and realize the organizational needs by promoting from within the firm, then hiring externally, and finally implementing proper training thereafter. Additionally, to supplement effective HRP, the continuation and perhaps expansion of HR-related data collection would be advised. The data gathered would help govern current human-capital constraints and would be prudent in predictive modeling for future endeavors.
Having the onus to select those with the right qualifications to fill specific organizational roles cohorts the Human Resources department as the de facto gatekeepers of the organization they represent. Therefore, the human resources department must adhere to the selection process to manage and allocate human capital effectively. The selection process involves the department’s participants choosing prospects who possess the queried roles specifications and fit the organization’s culture. Moreover, defining and guiding the processes involves initiating cost-effective solutions, such as defining and implementing a selection process.
The selection process, per the reading materials, is characterized by:
- “Criteria development
- Application and resume review
- Interviewing
- Test administration
- Making an offer” (offer letter)
The “criteria development” process consists of determining the testing and modeling parameters for the hiring process. The modeling process would include HR determining specific qualifications needed and administrating a score-derived assessment from said data. A score-derived assessment would yield consistent results when determining the threshold requirement for the participant. Moreover, the aptitude test would be supplemented by in-person interviews, which would further determine the prospect’s qualifications and ‘fit’ within the organization’s cultural purview. Furthermore, drug, background, and physical tests may be recommended per legal statutes or organizational requirements. Finally, if requisites are met, a recommendation letter will be drafted for the CEO’s approval, and upon approval, an offer letter will be dispatched to the prospective hiree. The offer letter would include:
- The position’s title.
- Salary.
- Compensations (potential commissions and bonuses).
- Vacation/paid days off.
- The start date.
Addendums may include other considerations, such as non-compete agreements and reimbursements for incurred relocation expenses.
