Programming, on the other hand, is the actual implementation of the HR plan. Programming involves recruitment, training, and lay-offs (Bateman and Snell, 2007, p.332). The third stage, which is the evaluating stage, measures the effectiveness of HR plans in producing the results needed to contribute to the organization’s business plan. It measures such indicators as productivity, quality, innovation, satisfaction, turn-over, absenteeism, health (Bateman and Snell, 2007, p.322).It is assumed that the company Colours R Us has already undergone planning as the first stage of its HR planning process for its Magnificent Miniature lines. It has determined that it will need 30 persons for its latest product ordered by its main client, the Home Style Innovations. Probably, the company has already conducted a demand forecast, where it determined how many and what type of people are needed for this new product line.Before the company starts its recruitment and selection process, it must have a thorough job analysis for the positions being opened. Job analysis, as defined, is where HR managers determine what the job is all about – including the tasks involved, the duties it entailed, and the accompanying responsibility (Bateman and Snell, 2007, p. 324). This is what is usually referred to as job description. Job analysis also determines the corresponding human requirements to match the specifications in the job description, such as skills, knowledge, abilities, and other characteristics needed to perform the job (Bateman and Snell, 2007, p. 32). This set of characteristics which is required from a prospective applicant is referred to as job specifications.Recruitment is described by Bateman and Snell as the development of a pool of applicants for jobs in an organization (2007, p. 324). Accordingly, recruitment can be done either through internal or external

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