Recruitment Plan Development
The recruitment planning is the perfect tool for the recruitment workload planning, cost allocations, budget planning, succession planning and the talent management in the organization. The recruitment plan is the estimate of number and composition of new hires during the year. It estimates the demand of managers and the necessary workload in the recruitment and staffing department. The plan aligns the business-as-usual recruitment needs with other HR value added processes like the succession planning or the talent development. The development of the recruitment plan is based on many estimates and analysis of development in the past.
The efficient recruitment plan combines several sources of information:
- Growth of the business
- Turnover and Fluctuation
- Companywide strategic initiatives and projects
- Recruitment Campaigns and Graduate Recruitment
- Succession planning
- Recruitment Costs
The efficient plan combines the assumptions of HR Managers and employees of Centers of Excellence, the development of key performance indicators and the HR/business strategy. The development of the plan is the pure teamwork as all inputs can have an impact on the recruitment initiatives in the organization.
The plan has to include assumptions and forecasts about the growth or the development of the business. The growing business needs more employees and the recruitment plan should include the detailed hiring plan for the business as usual. These vacancies should be handled easily as HR Recruiters understand all job requirements and they can find relevant sources.
The HR Team has to monitor competitors on the job market. The recruitment plan has to define activities and initiatives to stop them hunting people from the organization. The team has to estimate losses of employees due activities of competitors. All losses must be replaced, and the plan needs to be designed.
The turnover and fluctuation define the natural replacement needs. Usually all voluntary leavers need to be replaced as the organization keeps its performance and productivity. Each organization can decide about the ratio of replacement, if it wants to manage or decrease personnel costs. However, the recruitment plan has to address the replacement of voluntary leavers. It can be quite an enormous workload of HR Recruiters.
The strategic initiatives usually require the new know how and new skills, which are not available in the organization. The HR Managers and HR Recruiters should prepare the full list of potential job vacancies and their brief job descriptions. The required key responsibilities and skills need to be identified as HR Recruiters can identify the right recruitment sources and time needed to hire vacancies. The recruitment plan is not finished without the inclusion of companywide strategic initiatives.
The graduate recruitment and recruitment campaigns should be carefully planned, and the outcomes have to be a part of the detailed recruitment plan. The organization needs certainty about the number of graduates and their first job positions in the organization.
The succession planning is not the recruitment process, but it influences the recruitment strongly. The planned moves of internal talents have to be included in the plan. Many organizations develop successors, but they are missing their successors. The recruitment plan should include these vacancies, as successors can move smoothly into their new positions.
Finally, the recruitment plan has to identify the exact costs of the recruitment. The budget has to be distributed and monitored. It is not possible to monitor the budget as one amount; it has to be monitored per initiatives and activities. It is almost impossible without the efficient recruitment plan.