Case study (Workforce Planning in the Age of COVID-19)

When COVID-19 hit, the staff at Henry Ford Health System in Detroit was nearly overwhelmed by patients. Suddenly, the organization needed more workers, especially ICU nurses and environmental services staff responsible for infection control.

The health system, which comprises six hospitals and employs 33,000 people, quickly built a new program for cross-training called Ready Talent. The hospitals used it to train other staff to be “runners” for ICU nurses so that these highly specialized employees could devote 100 percent of their time to critical, lifesaving work, says Sarah Sheffer, director of strategic workforce planning.

The organization is now improving the program. In the current pilot, it’s training employees in three disciplines—environmental services, food service and transport—so they can be easily shifted to wherever the greatest needs are.

The program is good for both the organization and the employees. First, it improves the hospitals’ ability to fill staffing shortages in a crisis, since employees from food service could move to environmental services, for example. Second, “it offers an opportunity for team members to have different career growth paths,” Sheffer says. “They aren’t held to just advancing in one department.”

The events of the past year have prompted many organizations to take a closer look at midterm and long-term workforce planning strategies. In traditional workforce planning, a company analyzes its workforce and determines how to prepare for future staffing needs. It conducts a systematic assessment of workforce content and composition issues, including projected candidate availability, then determines what actions to take, such as hiring more software programmers or preparing for a wave of retirements. The goal is to ensure that the organization will have the right people with the right skills in the right jobs to accomplish its goals and objectives in the years to come.

In many companies, however, workforce planning has been little more than a headcount exercise, says Todd Brodie, SHRM-SCP, a management consultant at CAID Associates in Orlando, Fla. What’s needed, he says, is a strategic plan that aligns with the business’s overall goals, whether they involve increased profits or better performance. Brodie estimates that only 40 percent to 50 percent of employers have an effective, strategic workforce plan—that is, one that takes care of employees, increases their engagement, and builds skills and capabilities for workers and the organization.

The pandemic has created “a massive opportunity to make changes,” says Al Adamsen, founder and CEO of People Analytics & Future of Work, a San Francisco-based events planner and global network advocating the ethical use of people data. Many companies, for example, have formed crisis management teams with representatives from HR, information technology, operations and legal. Adamsen argues that such strategic teams should have been there all along, and he hopes companies make them permanent.

Several trends that impact the workforce, including digitization and automation, remote work, and demand for independent contractors, have emerged as a result of the pandemic, according to Bryan Hancock, a partner at McKinsey & Co. And global leader of its talent management practice.

“We’ve had five years of change in five months,” Hancock says. This has caused companies to step back and re-examine their workforce planning processes. A May survey of executives by McKinsey found that 33 percent planned to spend more on workforce planning over the next year, ranking it a higher priority than recruiting, learning and development, and engagement.

In particular, experts say, companies are:

2.1 Human Resource Planning- Quantitative and Qualitative dimensions

Human resource planning (HRP) is the continuous process of systematic planning ahead to achieve optimum use of an organization's most valuable asset—quality employees. Human resources planning ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses.Human resource planning is a process via which the right candidate for the right job is ensured. For conducting any process, the foremost vital task is to develop the organizational objective to be achieved via conducting the said process.

Six steps in human resource planning are-

Figure: Steps in HR planning

1. Analyze Organizational Objectives:

The objective to be achieved in future in various fields such as production, marketing, finance, expansion and sales gives the idea about the work to be done in the organization.

2. Inventory of Present Human Resources:

From the up to date human aid information storage system, the current number of employees, their capacity, performance and potential can be analysed. To fill the various job requirements, the internal sources (i.e., employees from within the organization) and external sources (i.e., candidates from various placement agencies) can be estimated.

3. Forecasting Demand and Supply of Human Resource:

The human resources required at different positions according to their job profile are to be estimated. The available internal and external sources to fulfill those requirements are also measured. There be proper matching of job description and job specification of one particular work, and the profile of the man or woman should be suitable to it.

4. Estimating Manpower Gaps:

Comparison of human aid demand and human aid supply will furnish with the surplus or deficit of human resource. Deficit represents the number of people to be employed, whereas surplus represents termination. Extensive use of proper training and development programme can be performed to upgrade the skills of employees.

5. Formulating the Human Resource Action Plan:

The human resource plan depends on whether there is deficit or surplus in the organization. Accordingly, the plan may be finalized both for new Selection, training, interdepartmental transfer in case of deficit of termination, or voluntary retirement schemes and redeployment in case of surplus.

6. Monitoring, Control and Feedback:

It often involves implementation of the human resource action plan. Human assets are allocated according to the requirements, and inventories are up to date over a period. The plan is monitored strictly to identify the deficiencies and remove it. Comparison between the human resource plan and its authentic implementation is done to ensure the appropriate action and the availability of the required number of employees for various jobs.

Key Takeaway:

2.2 Job analysis – job description and job specification

Job Analysis is the starting point of recruitment and selection. It is a systematic process of collecting and studying information about the various jobs in the organisation.

Edwin Flippo defines "lob analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job,"

Job analysis consists of two areas:

Figure: Job specification areas

I. Job Description

Job description gives details of the job in respect of job title, duties and responsibilities, location of the job, working conditions, and other relevant details describing the job. It is an overall summary of job requirements. The job description describes every aspect of the job. Job description once prepared is reviewed periodically and revised in the light of changing conditions.

According to Edwin Flippo "a job description is an organised, Tactual statement of duties and responsibilities of a specific job. In wne, it should tell what is to be done, how it is done and why. It is a standard of function, in that it defines the appropriate and authorised content of a job."

Contents of Job Description:

Figure: Job description content

1. Job identification:

It gives details relating to the job title, code number of the occupation, location, name of the division/department, location and the unit where the job exists. This part of job analysis helps to identify the job and to provide designation to job holder.

2. Job Summary:

It gives brief details of the job contents in terms of tasks or activities to be performed. Also, brief details are stated relating to the hazards and discomforts relating to the job.

3. Duties and Responsibilities:

It indicates the duties to be performed-what, how and why of a job. It also describes job responsibilities relating to custody of valuables and records, supervision and training of subordinates, and other responsibilities towards effective performance of the job.

4. Relationship with Other Jobs:

It indicates internal (within the organisation) relationship of the job with other jobs that are horizontal, vertical and diagonal. It also indicates external relationship such as relationship with customers, dealers, Government officials, trade associations, etc.

5. Machines and Tools:

It states the type of machines, tools and equipments that are to be used for the performing the job activities, Therefore, candidates who can handle the machines and tools properly are considered for selection.

6. Supervision:

It indicates the extent of supervision which the job is subject to from higher levels, and the extent of supervisions which the job holder has to exercise over subordinates. Designations of immediate superior and subordinates may also be stated.

7. Social Environment:

The social environment prevailing in the organization may be stated in the job description. Such description enables to job holder to adjust with the social environment at the work place

8. Working Conditions:

The working conditions are also a part of the job description. The working conditions include:

Uses of Job Description:

II. Job Specification

It gives details of the candidate who is supposed to do a particular job with reference to qualities, qualifications, experience, gender, family background, etc. It is an overall written summary of employee requirements. Job specification provides a standard of an employee for possessing the required qualities and qualities to perform the iob efficiently and effectively.

Edwin Flippo defines "job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly."

Contents of Job Specification

Figure: Contents of job specifications

Elements of job specification

The elements included in job specifications differ from organization to organization and from job to job. However, elements like age, gender, education, health, experience, and skills are invariably included in job specification for all types of jobs in all organizations. The essential and desirable elements of job specifications are discussed below-

Uses of Job Specification:

Key takeaways-

2.3 Recruitment – Concept and sources

Recruitment is the process of actively seeking out, finding and hiring candidates for a specific position or job. The recruitment definition includes the entire hiring process, from inception to the individual recruit’s integration into the company. Recruitment is a positive process of searching for prospective employees and stimulating them to apply for the jobs in the organisation. When more persons apply for jobs then there will be a scope for recruiting better persons. According to Edwin B. Flippo, “It is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation.” 

Factors Influencing Recruitment:

The factors that influence recruitment are discussed below-

Figure: Factors Influencing Recruitment

The number of persons to be recruited will depend upon the size of an enterprise. A big enterprise requires more persons at regular intervals while a small undertaking employs only a few employees. A big business house will always be in touch with sources of supply and shall try to attract more and more persons for making a proper selection. It can afford to spend more amounts in locating prospective candidates. So the size of an enterprise will affect the process of recruitment.

2. Employment Conditions:

The employment conditions in an economy greatly affect recruitment process. In under-developed economies, employment opportunities are limited and there is no dearth of prospective candidates. At the same time suitable candidates may not be available because of lack of educational and technical facilities. If the availability of persons is more, then selection from large number becomes easy. On the other hand, if there is a shortage of qualified technical persons, then it will be difficult to locate suitable persons.

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly influence the availability of personnel. If higher wages are paid as compared to similar concerns, the enterprise will not face any difficulty in making recruitments. An organisation offering low wages can face the problem of labour turnover. The working conditions in an enterprise will determine job satisfaction of employees. An enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc. would give more job satisfaction to employees and they may not leave their present job. On the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will lead to fresh recruitment of new persons.

4. Rate of Growth:

The growth rate of an enterprise also affects recruitment process. An expanding concern will require regular employment of new employees. There will also be promotions of existing employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit persons only when present incumbent vacates his position on retirement, etc.

Sources of recruitment

Different sources of recruitment are broadly divided into two parts- internal sources and external sources.

Figure: Sources of recruitment

Internal Sources of Recruitment:

1. Promotions:

The promotion policy is followed as a motivational technique for the employees who work hard and show good performance. Promotion results in enhancements in pay, position, responsibility and authority. The important requirement for implementation of the promotion policy is that the terms, condi­tions, rules and regulations should be well-defined.

2. Retired employee:

The retired employees may be given the extension in their service in case of non­-availability of suitable candidates for the post.

3. Former employees:

Former employees who had performed well during their tenure may be called back, and higher wages and incentives can be paid to them.

4. Transfer:

Employees may be transferred from one department to another wherever the post becomes vacant.

5. Internal advertisement:

The existing employees may be interested in taking up the vacant jobs. As they are working in the company since long time, they know about the specification and description of the vacant job. For their benefit, the advertisement within the company is circulated so that the employees will be intimated.

Benefits of Internal Sources of Recruitment:

1. The existing employees get motivated.

2. Cost is saved as there is no need to give advertisements about the vacancy.

3. It builds loyalty among employees towards the organization.

4. Training cost is saved as the employees already know about the nature of job to be performed.

5. It is a reliable and easy process.

Limitations of Internal Sources of Recruitment:

1. Young people with the knowledge of modem technology and innovative ideas do not get the chance.

2. The performance of the existing employees may not be as efficient as before.

3. It brings the morale down of employees who do not get promotion or selected.

4. It may leads to encouragement to favoritism.

5. It may not be always in the good interest of the organization.

External Sources of Recruitment:

1. Press advertisement:

A wide choice for selecting the appropriate candidate for the post is avail­able through this source. It gives publicity to the vacant posts and the details about the job in the form of job description and job specification are made available to public in general.

2. Campus interviews:

It is the best possible method for companies to select students from various educational institutions. It is easy and economical. The company officials personally visit various institutes and select students eligible for a particular post through interviews. Students get a good opportunity to prove themselves and get selected for a good job.

3. Placement agencies:

A databank of candidates is sent to organizations for their selection purpose and agencies get commission in return.

4. Employment exchange:

People register themselves with government employment exchanges with their personal details. According to the needs and request of the organization, the candidates are sent for interviews.

5. Walk in interviews:

These interviews are declared by companies on the specific day and time and conducted for selection.

6. E-recruitment:

Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites on which candidates upload their resume and seek the jobs.

7. Competitors:

By offering better terms and conditions of service, the human resource managers try to get the employees working in the competitor’s organization.

Benefits of External Sources of Recruitment:

1. New talents get the opportunity.

2. The best selection is possible as a large number of candidates apply for the job.

3. In case of unavailability of suitable candidates within the organization, it is better to select them from outside sources.

Limitations of External Sources of Recruitment:

1. Skilled and ambitious employees may switch the job more frequently.

2. It gives a sense of insecurity among the existing candidates.

3. It increases the cost as advertisement is to be given through press and training facilities to be provided for new candidates.

Key takeaways-

2.4 Selection – Concept and process; test and interview; placement induction

Selection is a process of choosing right person for the right job. Selection means weeding out unsuitable applicants and selecting those individuals with prerequisite qualifications and capabilities to fill the jobs in the organization. The selection process consists of a series of steps as follows:

Figure: Selection process

1. Job Analysis:

The first step in selection process is analysing the job. Job analysis consists of two parts:

Proper job analysis helps to advertise the job properly by clearly stating the duties, qualifications, experience, salary, etc. Accordingly, the right candidates may apply for the job, thus saving time and effort of the selectors.

2. Advertising the Job:

The next step is to advertise the job. The job can be advertised through various media such as newspapers, internet, etc. The right details about the job and the candidate requirements must be given in the advertisement.

3. Initial Screening:

The initial screening can be done of the applications and of the applicant. Usually, a junior executive does the screening work The executive may check on the experience, age, qualifications family background of the candidate. The candidate may be informed of salary, working conditions, etc.

4. Application Blank:

It is a company's format to obtain standard information of every candidate in respect of biographic, academic, references, work experience, etc. The application blank provides:

5. Tests:

Various tests are conducted to judge the ability and experience of the candidates. The type of tests depends upon the nature of job. An important advantage of tests is that large group of candidates can be tested at a time. The various tests are:

6. Interview:

It is face to face exchange of views, ideas and opinions between the candidate and interviewer(s). There are various types of interviews such as:

7. Reference Check:

Candidate may be asked to provide references to confirm about the applicant s past life, character and experience. Reference check helps to:

8. Medical Check:

Medical check of the candidates is undertaken to:

9. Final Interview:

Before making a job offer, the candidates may be subjected to one more oral interview to find out their interest in the job and their expectations. At this stage, salary and other perks may be negotiated.

10. Job Offer:

This is the most crucial and final step in selection process. A wrong selection of a candidate may make the company to suffer tor a good number of years. Company should make a very important decision to offer right job to the right person.

E-SELECTION

The E-Selection refers to online selection of employees. It is the process of hiring the potential candidates for the vacant job positions, using the electronic means, mainly the internet. Nowadays, companies use internet to reach to a large number of job seekers and hire the best talent for the company. The time and cost in e-selection is comparatively as compared to physical selection process. E-Selection includes the process of identifying the prospective candidates, conducting tests and interviews online, and selecting the right candidates as per the job requirement. Generally, the job vacancies are advertised on the World Wide Web www) by the potential recruiters. In response to the online recruitments ads, the potential applicants send their CVs or resume online for the consideration of the potential employers for the purpose of selection.

Methods/Techniques of E-Selection:

The e-selection techniques are discussed below-

Figure: E-selection techniques

1. Online Applications:

Potential candidates can make job applications online with the qualifying details with reference to biological data, qualifications, experience, etc. The online application details are the candidates is then transferred on the employer's data bank in a particular format as desired by the employer.

2. Key Word Search:

It is the method of screening the applications received online with the help of software to locate key words that may be used by the candidates in the resume. For example, the key words may relate the experience of the candidate in terms of number of years, qualifications that are relevant to the job, (for marketing manager- MBA in marketing), institution where the candidate acquired the qualification (for CA- Institute of Chartered Accountants of India), graduate level work experience or volunteer level experience, topic of research, etc. The best example of KWS is by submitting CV on LinkedIn with the key words, which the recruiters may be looking for. The potential recruiters may screen the key words and short list the candidate. The KWS software would be executed on a large number of CVs received and screen them to short list the candidates for further selection process which may include online tests and online interviews. This technique of screening is really quick as the applicants who did not use the key words in their CVs would be weeded or sorted out quickly. However, there are certain drawbacks in this technique - some the qualified applicants may use some other words rather than the actual key words, and therefore they may be rejected.

3. Online Testing:

Under online testing, applicants can access test questions on a web site, answer and summit their responses to the prospective employers. Various tests can be conducted online depending on the type of the job. The various tests may include:

The online test is quick as large number of candidates can long in at the same time to answer the test. Also, the results can be processed quickly with the help of computerized assessment. However, the online assessment is criticized as the candidates may adopt malpractices. For instance, a proxy candidate may get appear for the online test or the actual candidate may get assistance for responses from another person sitting close by (not facing the camera of the computer).

4.Online Interviews:

Communication technology enables live interactions between the candidate(s) and the interviewer(s). The candidates can answer various types of online tests, which may include:

The technologies used to conduct applicants interviews online are video-conferencing technology (such as Skype Video Call, WhatsApp Video Calling, etc.), which allow for video and audio streaming between different locations across the globe.

5. Online Reference Check:

The candidate provides references (name, address, contact number, e-mail address of two or three persons holding good positions in the society and known to the candidate) in their application so that the recruiter can check candidate s bona fides or credentials. The potential employer may check online or through telephone with the references about the character, experience, qualifications or any other information known to them about the potential candidates. If the references give response in favour of the candidate, the potential employer may select the candidate for employment.

6. Final Online Interview:

The employer may conduct a final online interview before the job offer. This interview may be conducted by a panel of experts or executives of the company. In the final online interview, the terms and conditions of job offer are discussed and finalized. In India, a good number of firms would prefer a combo final interview before the final job offer. The combo final interview is a combination of online interview and face-to-face interview. The face-to-face interview is specially desired when the candidate has limited or no job experience.

In the face-to-face interview, the interviewers can judge properly the body language of the candidate and also there is a personal touch to the interview.

Advantages of e-Selection

Key takeaways

References-