TOPIK 1

Institut Kemahiran MARA
Kuching, Sarawak

INFORMATION SHEET

PROGRAMME : TAP SEMESTER : 4
SESSION : SHEET NO : 1
COURSE : NYV4024 – HUMAN CAPITAL WEEK : 1-5
LECTURER :
MOHAMMAD SYAZMAN BIN ZAINUDDIN

TOPIC : UNIT 1 - Coordinate Manpower Requirements
SUB-TOPIC : 1.1. Manpower requisition plan acquired in accordance with the company

LEARNING policies.
OUTCOME : 1.2. Manpower requisition plan acknowledged and determined in

accordance with the company requirements
1.3. Recruitment process adhered in accordance with company

recruitment procedure.

Develop Personnel Recruitment.

1.1. Manpower requisition plan acquired in accordance with the company policies.

Identify the Need for the Position

The first step in any hiring process is to determine the need for a new or replacement
position in your company.

One of the methods used is sales per employee. Overall workload and its effect on
current employees and the accomplishment of your business goals will also drive this
decision.

The hiring decision must also balance with the needs of the rest of the organization for
employees. Your priority for an employee has to fit into the successful execution of the

company’s business plan. It’s important to keep your other employees informed or
involved at each step of the staffing decision process.

1.2. Manpower requisition plan acknowledged and determined in accordance with
the company requirements

Step 1. The process begins with manpower request from each unit/team. The Unit head
studies and analyzes its current manpower setup and makes a forecast about its future
manpower requirements. There are two possible reasons why a unit might establish the
need for manpower: first is to fill up an old post vacated by a previous employee; second is
to request for a new position or additional manpower based on the current need of the
team.

Step 2. The next step is for the unit head to fill out an official Personnel Requisition Form,
which can be obtained from the HR Unit.

Step 3. After filling-out the Personnel Requisition form, the requesting unit can now submit
the form to the Projects Operation Manager and Administration Manager for revalidation
and approval. An example of requisition form is shown below:



Plan Recruitment for the Job

The second step in the hiring process is to plan your employee recruitment. Recruitment
planning identifies the job description or job specification for the position so you know
the skills and experience you are seeking. It also addresses how you will publicize the
position, who will review applications, and who will participate in first and second
interviews.

You also decide who will participate in the selection of the employee for the job and who
will provide input.

This is a key step in a successful employee hiring process. It’s also a key step with the
employees who comprise the interview team. You need to be clear about how their
input will be used by the hiring manager and Human Resources.

1.3. Recruitment process adhered in accordance with company recruitment
procedure.

Publicize the Availability of the Open Position

An important step in the posting process is to notify current employees of the opening.

If you believe that you have no qualified internal candidates, you may also post the
position externally simultaneously. But your internal applicants may surprise you with
their talent and skills. If you do post the position externally before interviewing internal
candidates, let the employees know. You want to avoid misunderstandings.

Your best bets externally for filling your open position will vary by job. Some local jobs,
especially for nonexempt roles, rely on local newspaper classifieds. Most jobs will
require an online campaign through posting the job on job sites and in social media.
Your own website is significant for recruiting employees who seek out your company in
particular.

Notifying your network on LinkedIn can bring quality candidates to your attention. So will
asking your current employees to publicize your opening on their social networks.

Review Applications

If you have advertised the position effectively, you will have collected a large pool of
applicants. HR can take the lead on résumé and cover letter review and give the
qualified applicants to the hiring manager. Some hiring managers may want to see all of
the applications, especially for technical, scientific, engineering, and development
positions.

The applications are reviewed and the most qualified applicants receive a phone
interview. The purpose of the screening is to save staff time and energy by eliminating
candidates. The screener, the hiring manager, or HR staff, is looking for both cultural fit
and job fit during a telephone interview. They check out any questions the reviewers
have about the individual’s experience or credentials.

Interview the Most Qualified Prospective Employees

Your application review and phone interview process should narrow down the field of
candidates to the most qualified. Schedule interviews for these candidates with the
same group of employees who will interview all of the candidates. This will allow
comparisons when you arrive at employee selection.

Make sure that part of your interview process is a formal employment application filled
out by the candidate that includes permission to check references, background, and so
forth.

Notify the applicants you are not inviting for an interview that they will not be further
considered. Plan and schedule second interviews with the most qualified prospects as
determined by the first interview. You may begin to check references and background
for these candidates during and following your second interviews.

Check References and Perform Background Checks

You will want to begin to check references and background for these candidates during
and following your second interviews. Make sure you check all claims by the candidate
including educational credentials, employment history, and criminal background. Where
possible, the best source of information is the applicant’s past managers.

You will find, however, because of the fear of litigation, many employers will share only
the job title, dates of employment and occasionally, the person’s salary with you. That’s
why managers are a significant source. You should also take a look at the candidate’s
public social media profiles and postings to make sure you’re hiring the person you’ve
gotten to know. LinkedIn recommendations may further solidify your choice.

Select the Most Qualified Person for the Job

If you have reached a positive decision on a candidate, following the interviews and
background checks, determine the compensation you will offer the selected candidate.
These are the seven most critical factors to make sure you’ve considered or done
before you make the actual job offer.

Make the Job Offer and Notify Your Unsuccessful Candidates

Now that you’ve accomplished the first eight steps, you may make a written job offer. If
reference checks are incomplete, you may make the offer contingent on the background
and reference checks.

You also need to notify the candidates who participated in job interviews but were not
selected. It’s important and in your best public relations image and interests to
communicate with your applicants at every step in your hiring process. It is one of the
factors that affect your consideration as an employer of choice.

Negotiate the Details of Salary and Start Date

The higher the level of the job in your organization, the more likely the candidate is to
negotiate compensation, paid time off, guaranteed severance pay if the relationship fails
to work out, company equipment, time working remotely and more. These individuals
have the most potential to lose if they are leaving a current job and the employment
relationship doesn’t work out with you.

That said, I have had beginning employees, fresh out of college, ask for $5,000 more
than they were offered. If it was within the salary range for the job (think about how you
pay your current employees in similar roles) and the candidate is much preferred,
consider negotiating.

The two most common requests that I’ve encountered are for a higher starting salary
and more paid time off. Flexibility is required. You won’t have a happy new employee if
he left a job where he had three weeks paid vacation for a job that offered him one
week.

Determine if you can accommodate other requests by your prospect. The most common
I’ve encountered has been a vacation scheduled within the first few months of starting.
I’ve also encountered several postponed starting dates to accommodate scheduled
surgery.

Welcome Your New Employee

How you welcome your new employee lays the groundwork for whether you will retain
the employee in the future. Stay in touch with your new employee from the time she
accepts the job offer until her start date. Continue to build the relationship.

Assign a mentor, let coworkers know the employee is starting with a welcome letter,
plan the new employee’s on boarding process, and make sure the employee will feel
warmly welcomed during the first days of work. If you do this process effectively, you
will have an excited, welcomed employee who is ready to set the world on fire.