Human Resource Management Exam – Personnel
Planning, Succession, and Recruitment Strategies
Verified Questions Provided with A+ Graded
Rationales Latest Updated 2026
LEARNING OBJECTIVES 1
Explain the main techniques used in employment planning and forecasting.
Steps In Recruitment and Selection
1. Decide what positions to fill, through workforce/personnel planning and forecasting.
2. Build a pool of candidates for these jobs, by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo initial screening
interviews.
4. Use selection tools like tests, background investigations, and physical exams to identify
viable candidates.
5. Decide who to make an offer to, by having the supervisor and perhaps others interview the
candidates. (PG115)
Workforce (or employment or personnel) planning
The process of deciding what position the firm will have to fill. Its aim is to identify and
address the goals between the employer's workforce today (PG115)
Business plan and workforce data (Workforce planning) #1
(for instance on how sales influence staffing levels) #1 This helps the parties to project and to
better understand how business plan changes may influence the client's headcount and skills
requirement (PG115)
Business plan and workforce data (Workforce planning) #2
Identify what positions the firm will have to fill and potential workforce gaps. For instance,
they make workforce supply and demand projections; this helps them better understand
what new positions they'll have to fill, and what current employees may be promotable into
those positions with proper training. (PG115)
Business plan and workforce data (Workforce planning) #3
they develop a workforce strategic plan roadmap; here they prioritize key workforce gaps
(what positions will have to be filled, who do we have who can fill them. what outside
, recruiting will we have to do, what training will the new employees require?) and identify
specific plan for filling those gaps. (PG115)
Business plan and workforce data (Workforce planning) #4
They execute and measure the effects of the workforce plan, by implementing the
changes( for instance, new recruiting and training programs), and by using various metrics to
monitor process. (PG116)
Maps
contains dashboards; The manager uses these to monitor key recruitment metrics, to conduct
a detailed analysis of the client's current workforce and historical workforce trends, and a
workforce projection showing projected employees and skill levels given the "status quo."
(PG116)
Succession Planning
The process of deciding how to fill executive jobs. Ongoing process of systematically
identifying, assessing, and developing organizational leadership to enhance performance
(PG116)
Workforce/employment planning
is best thought of as an outgrowth of the firm's strategic and business planning process. Plans
to enter a new business, to build new plants, or to reduce activities all influence the number
of and types of positions to be filled. At the same time decisions regarding how to fill these
positions will have to be integrated with other aspects of the firm's HR plans, for instance ,
with plans for appraising and training. (PG116)
Forecast
Basic assumptions about the future (PG116)
Trend Analysis
Study of a firm's past employment needs over a period of years to predict future needs.
compute the number of employees at the end of each of the last five years in each subgroup
(like sales, production, and administrative) to identify trends. Trend analysis provides an
initial estimate of future staffing needs. (PG117)
Ratio Analysis
means making forecasts based on the historical ratio between (1) some casual factors (like
sales volumes) and (2) the number of employees required ( such as number of salespeople)
Planning, Succession, and Recruitment Strategies
Verified Questions Provided with A+ Graded
Rationales Latest Updated 2026
LEARNING OBJECTIVES 1
Explain the main techniques used in employment planning and forecasting.
Steps In Recruitment and Selection
1. Decide what positions to fill, through workforce/personnel planning and forecasting.
2. Build a pool of candidates for these jobs, by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo initial screening
interviews.
4. Use selection tools like tests, background investigations, and physical exams to identify
viable candidates.
5. Decide who to make an offer to, by having the supervisor and perhaps others interview the
candidates. (PG115)
Workforce (or employment or personnel) planning
The process of deciding what position the firm will have to fill. Its aim is to identify and
address the goals between the employer's workforce today (PG115)
Business plan and workforce data (Workforce planning) #1
(for instance on how sales influence staffing levels) #1 This helps the parties to project and to
better understand how business plan changes may influence the client's headcount and skills
requirement (PG115)
Business plan and workforce data (Workforce planning) #2
Identify what positions the firm will have to fill and potential workforce gaps. For instance,
they make workforce supply and demand projections; this helps them better understand
what new positions they'll have to fill, and what current employees may be promotable into
those positions with proper training. (PG115)
Business plan and workforce data (Workforce planning) #3
they develop a workforce strategic plan roadmap; here they prioritize key workforce gaps
(what positions will have to be filled, who do we have who can fill them. what outside
, recruiting will we have to do, what training will the new employees require?) and identify
specific plan for filling those gaps. (PG115)
Business plan and workforce data (Workforce planning) #4
They execute and measure the effects of the workforce plan, by implementing the
changes( for instance, new recruiting and training programs), and by using various metrics to
monitor process. (PG116)
Maps
contains dashboards; The manager uses these to monitor key recruitment metrics, to conduct
a detailed analysis of the client's current workforce and historical workforce trends, and a
workforce projection showing projected employees and skill levels given the "status quo."
(PG116)
Succession Planning
The process of deciding how to fill executive jobs. Ongoing process of systematically
identifying, assessing, and developing organizational leadership to enhance performance
(PG116)
Workforce/employment planning
is best thought of as an outgrowth of the firm's strategic and business planning process. Plans
to enter a new business, to build new plants, or to reduce activities all influence the number
of and types of positions to be filled. At the same time decisions regarding how to fill these
positions will have to be integrated with other aspects of the firm's HR plans, for instance ,
with plans for appraising and training. (PG116)
Forecast
Basic assumptions about the future (PG116)
Trend Analysis
Study of a firm's past employment needs over a period of years to predict future needs.
compute the number of employees at the end of each of the last five years in each subgroup
(like sales, production, and administrative) to identify trends. Trend analysis provides an
initial estimate of future staffing needs. (PG117)
Ratio Analysis
means making forecasts based on the historical ratio between (1) some casual factors (like
sales volumes) and (2) the number of employees required ( such as number of salespeople)
