What is HR Planning?

HR planning is the process of determining the number and type of human resources required to meet the
organizational goals over a specified period. It helps in matching the right people with the right jobs at the
right time.
• Importance of HR Planning
– Stability of workforce
– - Overcoming shortages and surpluses
– Positively effecting other HR function
• Who is Responsible for HR Planning -HR department and Line manager
Model of HR Planning
The HR Planning Model generally consists of the following steps:
1. Forecasting Demand for Human Resources
o Estimating the number and types of employees needed in the future.
o Influenced by business goals, technology, and market trends.
Tools of Forecasting
– Trend Analysis, Ratio Analysis, Scatter Plots, Managerial Judgment
2. Analyzing Current HR Supply
o Evaluating the current workforce in terms of skills, qualifications, and positions.
Tools of Forecasting
• Turnover Rate -Qualification Inventory -Replacement Chart -Succession Planning
3. Identifying Gaps: Surplus or Shortage
o Shortage occurs when demand > supply.
o -Surplus occurs when supply > demand.
4. Action Plans
o Based on the gap analysis, the organization decides on HR interventions:
▪ Recruitment and training to address shortages.
▪ Downsizing, retraining, or redeployment to handle surplus.
5. Monitoring and Evaluation
o Continuous evaluation of HR plans to ensure alignment with organizational goals.
o
Dealing with HR Shortage
When an organization is experiencing a shortage of human resources:
• Recruitment: Hire new staff through internal and external sources.
• Training and Development: Upskill current employees for more responsibilities.
• Overtime: Temporarily increase working hours.
• Promotion: Encourage existing staff to take on higher-level roles.
• Subcontracting or Outsourcing: Fill immediate gaps with external service providers.
• Hiring -Temp. employees
• -Advanced Tech.
• -Transfer in
• -Enhancing Productivity
• -Rehab
• -Knowledge Worker
• -Reducing Turnover

Dealing with HR Surplus

When there is a surplus, the organization has more employees than needed:
• Layoffs or Termination: Letting go of employees (least preferred due to morale and legal implications).
• Early Retirement: Offering retirement benefits to encourage voluntary exits.
• Job Sharing: Dividing one job among two employees.
• Reduced Work Hours: Implementing shorter workweeks or unpaid leaves.
• Retraining and Redeployment: Shifting surplus employees to areas of need within the organization.
• -Firing / Discharge -Transfer out -Outplacement -Forced Vacation
• -Demotion
• -Less Salary
• -Freezing Promotion
• -Attrition
• -Less Job Security
Importance of Managing Shortage and Surplus
• Ensures organizational efficiency: Right number of employees with the right skills.
• Reduces costs: Avoids overstaffing or expensive emergency hiring.
• Improves morale: Well-managed transitions support employee engagement.
• Supports strategic goals: Aligns workforce with long-term business objectives.
•
Importance of Effective HR Planning
• Better job/ person match
• -Building effective organization culture
• -Organizational effectiveness
• -Saving training cost
• - Saving rehiring cost
• -Overcoming dysfunctional behavior
• -Complying with employment laws
Cost of Errors in HR Planning
• Direct Cost
– Recruitment cost -Selection tools cost -Salary -Severance cost
– -Rehiring cost
– -Retraining cost
• Indirect Cost (Losses)
– -Loss in production, sale, services,…
– -Lost opportunity
– -Dissatisfaction
 1. Candidate’s CV (Curriculum Vitae)
The CV is one of the first tools used in the screening process of applicants. It offers essential
information about the candidate’s background.
Key Features:
A summary of the candidate’s:

• -Personal details
• -Educational background
• -Work experience
• -Skills
• -Languages
• -Certifications
HR’s Role:
Review CVs to:
o Match qualifications with job specifications
o - Check relevance of past roles
o Look for career consistency and growth
o -Assess language and communication skills (especially in written format)
Notes
• The CV must align with job requirements and the job description.
• Must avoid biases when reviewing CVs (e.g., judging by university name or company prestige).
• Prefer facts over vague statements.

2. Candidate Achievements
Achievements are critical indicators of a candidate’s past performance and potential future success.
Types of Achievements:
• Career milestones (e.g., promotions, project successes)
• Quantified outcomes (e.g., increased sales by 30%)
• Awards or recognitions
• Volunteer or extracurricular accomplishments
Evaluation Tips:
• Distinguish between roles (what they were responsible for) and achievements (what they
accomplished).
Consider:
• -Relevance to the job
o -Individual vs. team contributions
o -Innovation, leadership, or initiative demonstrated
In Practice:
• Ask the candidate to elaborate during interviews or provide documentation.
• Use achievements as predictors of future behavior (ties into behavioral interviewing).

3. Background Investigation
Background checks help validate the information provided and assess the candidate’s integrity and
suitability.
Methods of Background Investigation:
• Contacting references
• - Career progress
• -Education progress
• Verifying employment history
 • -Checking academic degrees and certifications`
• Criminal record check (if required)
• -Financial history (for sensitive positions)
Importance:
• Prevents hiring of unfit or dishonest candidates
• Protects the organization legally and reputationally
• Ensures data accuracy
Considerations:
• Must obtain consent from the candidate
• Should comply with local labor and privacy laws
• Avoids discrimination or irrelevant inquiries

Summary Table:
Component Purpose Key Action Steps
CV Review Match profile with job requirements Screen for qualifications, consistency
Achievements Assess past performance and potential Identify and validate with examples
Background Check Verify accuracy and trustworthiness Contact references, check history lawfully
What is a Job Interview?
A job interview is a structured conversation where one party (interviewer) evaluates a candidate’s suitability
for a job by asking questions and assessing responses. It is one of the most widely used tools in the selection
process.
Types of Job Interviews
1. Structured Interview
o Follows a standardized set of questions.
o Same questions asked to all candidates.
o Easier to compare and rate candidates.
o Preferred for fairness and objectivity.
2. Unstructured Interview
o Conversational style; no fixed set of questions.
o More flexible and open-ended.
o Risk of bias and inconsistency.
3. Behavioral Interview
o Focus on past behavior as a predictor of future performance.
o Example: “Tell me about a time you handled a difficult customer.”
4. Situational Interview
o Hypothetical scenarios presented to test decision-making.
o Example: “What would you do if a colleague missed a deadline?”
5. Stress Interview
o Tests how the candidate reacts under pressure.
o Often involves rapid questioning, interruptions, or challenging questions.
6. Panel Interview
o Conducted by multiple interviewers.
o Reduces bias by getting multiple viewpoints.
7. Online / Video Interview
o Increasingly common.
o Convenient and cost-effective.
o Requires technical preparation.
Steps of the Interview Process
1. Preparation Phase
o Define objectives and desired outcomes.
o Develop and structure interview questions.
o Review candidate’s resume, achievements, and application materials.
2. Conducting the Interview
o Create a comfortable atmosphere.
o Start with simple questions to ease the candidate.
o Gradually move into behavioral or technical questions.
o Take notes without disrupting the flow.
o Keep time under control and maintain professionalism.
3. Evaluation Phase
o Use rating sheets or scoring rubrics.
o Compare performance across all candidates.
o Evaluate both verbal and non-verbal responses.
Common Mistakes in Interviewing
• Relying too much on first impressions.
• Asking illegal or irrelevant questions (e.g., about religion, marital status).
• Ignoring non-verbal cues or body language.
• Halo or horn effect (letting one good or bad trait affect the whole evaluation).
• Inconsistency in questions between candidates.
• Spending too little time with strong or weak candidates.
Best Practices for Effective Interviews
• Use structured formats and rating scales.
• Combine different interview types (e.g., behavioral + technical).
• Train interviewers to avoid biases.
• Ensure diversity and inclusion in assessment.
• Document evaluations carefully and ethically.
Summary
Component Details
Interview Types Structured, unstructured, behavioral, situational, panel, stress
Interview Process Preparation → Conduct → Evaluation
Evaluation Criteria Technical fit, communication, behavior, attitude
Common Pitfalls Biases, irrelevant questions, poor structure
On-the-Job Training vs. Classroom Training
These are two of the most commonly used training methods under the broader umbrella of Human Resource
Development (HRD). Both have distinct features, benefits, and use cases, and are typically chosen based on
training objectives, employee roles, and resource availability.

1. On-the-Job Training (OJT)

Definition: Training that takes place in the actual work environment while the employee is doing real job
tasks under supervision or mentorship.
Characteristics:
• -Conducted at the workplace
• -Employees learn by performing real tasks
• -Often involves demonstration, coaching, or job rotation
• -Focused on specific, job-related skills
Common Methods:
• -Coaching by supervisors
• -Job rotation across departments
• -Apprenticeships
• -Shadowing experienced employees
• -Internship or probationary periods
Advantages:
• Direct relevance: Employees learn skills that are immediately applicable.
• Cost-effective: No need for separate training facilities or materials.
• Real-time feedback: Immediate correction and support from supervisors.
• Enhances confidence: Trainees gain familiarity with actual tools and procedures.
Disadvantages:
• -Risk of errors during learning that may affect operations.
• -May reduce productivity temporarily.
• -Quality of training depends on the trainer’s ability.
• -Not ideal for complex theory-based knowledge.

2. Classroom Training
Definition: Training conducted in a structured environment, such as a classroom or conference room, often
away from the job site. It involves theoretical instruction, discussions, and presentations.
Characteristics:
• Delivered in groups (classroom setting)
• -Instructor-led or e-learning format
• Covers general knowledge, policies, theories, soft skills
Typical Formats:
• Lectures and presentations
• - Case studies
• - Group discussions and role-plays
• Multimedia-based sessions (videos, slides)
• -Simulated exercises
Advantages:
• Controlled environment, ideal for focused learning.
• - Facilitates group learning and networking.
• - Effective for teaching abstract concepts
• - Can be standardized across multiple employees.
Disadvantages:
• May lack practical, job-specific application.
• -Higher cost (venues, materials, instructor fees).
 • Employees are away from their actual jobs.
• -Passive learning if not interactive.
Comparison Table
Feature On-the-Job Training Classroom Training
Location At the workplace Training rooms, off-site or online
Focus Practical, job-specific skills Theoretical and general knowledge
Interaction One-on-one or small groups Larger groups, instructor-led
Cost Generally low Can be high due to resources involved
Learning Speed Real-time, personalized Set pace for all
Feedback Immediate Delayed, post-training evaluation
Flexibility Adaptable to job schedules Set schedule, less flexible
Summary:
• Use On-the-Job Training when:
o -The goal is hands-on learning.
o -Time and cost efficiency are priorities.
o -Tasks are best learned through repetition and supervision.
• Use Classroom Training when:
o Teaching theory, policy, or soft skills.
o You want to train multiple employees at once.
o The environment requires distraction-free learning.