HUMAN RESOURCE PLANNING CAT
QUESTION ONE
Process of human resource planning
1. Analyzing Organizational Objectives - This involves examining the business
plan, growth projections, and any changes in organizational structure. The goal is
to align HR requirements with the overall business strategy.
2. Assessing Current Human Resources - This step involves conducting a
thorough analysis of the current workforce. It includes assessing the skills,
qualifications, experience, and performance of current employees. HR audits and
skills inventories help identify the strengths and weaknesses of the existing
workforce.
3. Forecasting Future Human Resource Needs - HR forecasting estimates future
human resource needs in terms of number, skills, and competencies. It considers
factors such as business growth, new projects, technological changes, and market
trends.
4. Identifying Gaps between Current and Future Human Resource Needs –
This involves determining if there is a surplus or shortage of employees, or if there
are gaps in skills and competencies that need to be filled.
5. Developing HR Strategies and Action Plans - This could involve Recruitment
and Selection, Training and Development, Succession Planning, Retention
Strategies and Outsourcing.
6. Implementing the HR Plan - After developing strategies, they are put into
action. This includes recruitment, training programs, career development
initiatives, and other interventions. Communication and collaboration with other
departments are essential for successful implementation.
7. Monitoring, Evaluation, and Adjustment - This involves reviewing key
metrics such as employee turnover, productivity, and satisfaction. Adjustments
may be needed if objectives are not being met or if there are changes in the
business environment.
QUESTION TWO
Factors that affect the usefulness of interviews
1. Skills and Training - The skills, experience, and training of the interviewer play a
crucial role in the interview's effectiveness. A well-trained interviewer knows how
to ask the right questions, probe deeper when necessary, and avoid biases. Lack
of interviewer training can lead to poor judgment, missed insights, and ineffective
evaluations.
2. Interview Format and Setting - The format of the interview (one-on-one, panel,
group, or virtual) and the environment in which it is conducted can influence the
interview's usefulness. An environment that is comfortable, quiet, and free from
distractions helps the candidate perform better. A formal setting may lead to
more professional behavior, while an informal setting may encourage openness.
3. Relevance of Interview Questions to the Job - If the questions asked are not
directly related to the skills and competencies required for the job, the interview
may not provide an accurate assessment of the candidate’s suitability. It is
important that interview questions are aligned with the job description,
requirements, and the competencies needed for success in the role.
4. Bias and Subjectivity - Interviewer bias, such as stereotyping, halo effect
(favoring candidates based on one positive trait), or confirmation bias (favoring
information that confirms pre-existing beliefs), can reduce the objectivity of an
interview. Personal preferences or cultural biases can also affect the accuracy of
assessments.
5. Types of Interview Questions - The format and type of questions asked can
significantly impact the quality of the interview. Structured interviews (with
standardized questions) tend to be more reliable and consistent than
unstructured ones. Behavioral and situational questions are often more effective
than hypothetical or broad questions, as they provide better insight into a
candidate's real-life skills and behavior.
6. Candidate's Communication Skills and Preparation - Candidates' ability to
express themselves clearly and confidently can impact the interview's outcome.
Sometimes, highly qualified candidates may not perform well due to nerves or
poor communication skills. On the other hand, overly confident candidates may
impress interviewers even if they lack the required competencies. A well-
prepared candidate is likely to perform better than one who is unprepared.
7. Duration and Timing of the Interview - The length of the interview can affect
the quality of information gathered. Short interviews may not provide enough
time to assess a candidate fully, while overly long interviews may lead to fatigue
for both the interviewer and the candidate. Timing (morning vs. afternoon) can
also play a role, as candidates and interviewers may perform differently at
different times of the day.
8. Consistency in Evaluation Criteria - Using a consistent set of criteria and a
standardized rating system for evaluating candidates helps reduce subjectivity.
Inconsistent criteria can make it difficult to compare candidates fairly, reducing
the interview's effectiveness.
9. Interpersonal Dynamics and Rapport - The level of rapport between the
interviewer and the candidate can influence the flow of the interview. Good
rapport can make candidates feel comfortable and more willing to share
information. However, excessive friendliness might lead to overlooking
weaknesses, while a lack of rapport can make the candidate hesitant and
defensive.
10. Non-Verbal Communication - Non-verbal cues such as body language, facial
expressions, eye contact, and tone of voice can influence an interview's outcome.
Interviewers may over-rely on or misinterpret non-verbal signals, which can lead
to inaccurate assessments of the candidate's personality and competencies.
11. Environmental Factors - External factors like noise, temperature,
interruptions, or poor internet connection (for virtual interviews) can negatively
impact the interview. These factors can create discomfort or distractions, leading
to incomplete or inaccurate assessments.
