Dessler Hrm12ge PPT 05

HUMAN RESOURCE MANAGEMENT
12th Edition
Chapter 5
Personnel Planning and Recruiting
Part 2 Recruitment and Placement
GARY DESSLER
The Recruitment and Selection Process

1. Decide what positions to fill through personnel planning and forecasting.
2. Build a candidate pool by recruiting internal or external candidates. 3. Have candidates complete application forms and undergo initial screening interviews.
4. Use selection tools to identify viable candidates.

5. Decide who to make an offer to, by having the supervisor and others interview the candidates.
54
FIGURE 51
Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
55
FIGURE 52 Linking Employers Strategy to Plans
56
Planning and Forecasting

Employment or Personnel Planning
The process of deciding what positions
the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the
companys most important executive jobs.
What to Forecast?
Overall personnel needs The supply of inside candidates The supply of outside candidates
57
Forecasting Personnel Needs
Forecasting Tools
Trend analysis
Ratio analysis
Scatter plotting
58
Forecasting Personnel Needs

Trend Analysis
Study of a firms past employment needs over a period of
years to predict future needs.
Ratio Analysis
A forecasting technique for determining future staff
needs by using ratios between for example, sales volumes and number of employees needed.
The scatter plot

A graphical method used to help identify the relationship
between two variables.
59
N U M 1,400 B E R 1,200 O F 1,000 R E G I S T E R E D N U R S E S
Scatter Plot
Determining relationship between hospital size and number of nurses
800 600 400 200
HOSPITAL SIZE (NO. OF BEDS
200
400
600
800
1,000
1,200
1,400
Drawbacks to Traditional Forecasting Techniques

They focus on projections and historical relationships. They do not consider the impact of strategic initiatives on future staffing levels. They support compensation plans that reward managers for managing ever-larger staffs.
They bake in the idea that staff increases are inevitable.

They validate and institutionalize present planning processes and the usual ways of doing things.
512
Using Computers to Forecast Personnel Requirements

Computerized Forecasts
Software that estimates future staffing needs by:
Projecting sales, volume of production, and personnel required to maintain different volumes of output. Forecasting staffing levels for direct labor, indirect staff, and exempt staff. Creating metrics for direct labor hours and three sales projection scenariosminimum, maximum, and probable.
513
Forecasting the Supply of Inside Candidates

Qualification Inventories
Manual systems and replacement charts
Computerized skills inventories
514
Forecasting the Supply of inside Candidates

Qualification Inventories
Manual or computerized records listing employees
education, career and development interests, languages, special skills and so on to be used in selecting inside candidates for promotion.
Manual Systems and Replacement Charts

Company records showing present performances and
promotability of inside candidates for the most important positions.
Position Replacement Cards

A card prepared for each position in a company to show
possible replacement candidates and their qualification.

515
Management Replacement Chart Showing Development Needs of Future Divisional Vice President
516
Forecasting Outside Candidate Supply

Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Sources of Information
Periodic forecasts in business publications Online economic projections

U.S. Congressional Budget Office (CBO)
U.S. Department of Labors O*NET

Bureau of Labor Statistics (BLS) Other federal agencies and private sources
518
The Need for Effective Recruiting

Recruiting Challenges
Effectiveness of chosen recruiting methods
Effects of nonrecruitment issues and policies
Legal requirements associated with employment laws
519
Effective Recruiting
External Factors Affecting Recruiting
Supply of workers Outsourcing of white-collar jobs Fewer qualified candidates
Other Factors Affecting Recruiting Success

Consistency of recruitment with strategic goals Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies

Successful prescreening of applicants Public image of the firm
Employment laws
520
Measuring Recruiting Effectiveness
Evaluating Recruiting Effectiveness
What to measure
How to measure
521
Measuring Recruiting Effectiveness

What to measure and how to measure
How many qualified applicants were attracted from each
recruitment source? Assessing both the quantity and the quality of the applicants produced by a source.
High performance recruiting

Applying best-practices management techniques to
recruiting. Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.
522
Organizing How You Recruit

Advantages of Centralizing Recruiting Efforts
Facilitates strategic priorities
Reduces duplication of HR activities
Ensures compliance with EEO laws
Fosters effective use of online recruiting
523
FIGURE 56 Recruiting Yield Pyramid
524
Internal Sources of Candidates

Advantages
Foreknowledge of candidates strengths and weaknesses More accurate view of candidates skills Candidates have a stronger commitment to the company Increases employee morale Less training and orientation required
525
Disadvantages
Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered
Inbreeding strengthens tendency to maintain the status quo
Finding Internal Candidates
Hiring-from-Within Tasks
Posting open job positions
Rehiring former employees
Succession planning (HRIS)
526
Outside Sources of Candidates

Locating Outside Candidates
1 Recruiting via the Internet
6 7
8 9
Executive Recruiters
2
3 4 5
Advertising Employment Agencies

Temp Agencies and Alternative Staffing Offshoring/Outsourcing
On Demand Recruiting Services (ODRS)

College Recruiting Referrals and Walk-ins
527
Recruiting via the Internet

Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period

Immediate applicant responses Online prescreening of applicants
Links to other job search sites

Automation of applicant tracking and evaluation
Disadvantages
Exclusion of older and minority workers Unqualified applicants overload the system Personal information privacy concerns of applicants
529
Advertising for Outside Candidates

The Media Choice
Selection of the best medium depends on the positions
for which the firm is recruiting.

Newspapers: local and specific labor markets Trade and professional journals: specialized employees Internet job sites: global labor markets
Constructing (Writing) Effective Ads

Create attention, interest, desire, and action (AIDA). Create a positive impression (image) of the firm.
531
Employment Agencies
Types of Employment Agencies
Public Agencies
Nonprofit Agencies
Private Agencies
Overseas Employment Corporation (OEC) was established in 1976 by Govt. of Pakistan and is only employment promotion agency operating in public sector.
533
Why Use a Private Employment Agency?

No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. To fill a particular opening quickly. To attract more minority or female applicants.
To reach currently employed individuals who are more comfortable dealing with agencies than competing companies. To reduce internal time devoted to recruiting.
534
Avoiding Problems with Employment Agencies

Give agency an accurate and complete job description.
Make sure tests, application blanks, and interviews are part of the agencys selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agencys screening process. Screen agency for effectiveness in filling positions.
Supplement the agencys reference checking by checking the final candidates references yourself.
535
Specialized Staffing and Recruiting

Alternative Staffing
In-house contingent (casual, seasonal, or temporary)
workers employed by the company, but on an explicit short-term basis. Also Known as Part-time or Just-in-time workers.
Contract technical employees supplied for long-term
projects under contract from outside technical services firms.
536
Temp Agencies and Alternative Staffing

Pros of Temps
Increased productivitypaid only when working
Allows trial run for prospective employees

No recruitment, screening, and payroll administration
costs
Cons of Temps
Increased labor costs due to fees paid to temp agencies;
20% to 50% more than comparable permanent workers.

Temp employees lack of commitment to the firm
537
Offshoring and Outsourcing Jobs

Specific issues in outsourcing jobs abroad
Political and military instability Resentment and anxiety of U.S. employees/unions
Cultural misunderstandings
Costs of foreign workers
Outsourcing/ Offshoring Issues
Customers securing and privacy concerns
Special training of foreign employees
Foreign contracts, liability, and legal concerns

541
Executive Recruitment
Executive Recruiters (Headhunters)
Contingent-based recruiters Retained executive searchers Internet technology and specialization trends
On Demand Recruiting Services (ODRS)

A service that provides short-term specialized recruiting to
support specific projects without the expense of retaining traditional search firms.
The ODRS firm charge be time rather than per hire.
Handles recruiting and prescreening and provides a list of
short-listed qualified candidates.

542
Executive Recruitment
Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a thorough
2.
3. 4. 5.
search. Meet individual who will handle your assignment. Ask how much the search firm charges. Make sure the recruiter and you agree on what sort of person you need for the position. Never rely solely on the recruiter to do reference checking.
543
College Recruiting
On-campus recruiting goals On-site visits
To determine if the candidate Invitation letters Assigned hosts Information packages Planned interviews Timely employment
is worthy of further consideration

To attract good candidates
offer
Follow-up
Internships
544
Sources of Outside Applicants

Other Sources of Outside Applicants
Employee referrals
Walk-ins
Telecommuters
Military personnel
545
Employee Referrals and Walk-ins

Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.

Referral can speed up diversifying the workforce. Relying on referrals may be discriminatory.
Walk-ins
Seek employment through a personal direct approach to
the employer.
Courteous treatment of any applicant is a good business
practice.
546
Improving Productivity Through HRIS: An Integrated Approach to Recruiting

Elements of an HRIS
Requisition management system
Recruiting solution
Screening services
Hiring management
549
Recruiting A More Diverse Workforce

Single parents
The disabled
Older workers
Welfare-to-work
Minorities and women
550
Developing and Using Application Forms
Uses of Application Form Information
Applicants education and experience
Applicants prior progress and growth
Applicants employment stability
Applicants likelihood of success
551
Application Forms and the Law

Educational achievements Housing arrangements Arrest record
Marital status
Areas of Personal Information
Notification in case of emergency
Physical handicaps
Membership in organizations
553
Two-Stage Process
Is Applicant Qualified?
Review application information, personal interview, testing, and do background check
Yes
Conditional Job Offer

Make conditional job offer contingent on meeting all second stage conditions
554
KEY TERMS
employment (or personnel) planning trend analysis ratio analysis scatter plot qualifications (or skills) inventories personnel replacement charts position replacement card employee recruiting recruiting yield pyramid job posting succession planning applicant tracking systems alternative staffing on-demand recruiting services (ODRS) college recruiting application form
Copyright 2011 Pearson Education 556
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education
557

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What are the main steps in the recruitment and selection process?

What are the main steps in the recruitment and selection process?

What are some techniques for forecasting personnel needs?

What are some techniques for forecasting personnel needs?

HUMAN RESOURCE MANAGEMENT

Part 2 Recruitment and Placement

The Recruitment and Selection Process

4. Use selection tools to identify viable candidates.

Steps in Recruitment and Selection Process

FIGURE 52 Linking Employers Strategy to Plans

Planning and Forecasting

the firm will have to fill, and how to fill them.

companys most important executive jobs.

Forecasting Personnel Needs

Forecasting Personnel Needs

years to predict future needs.

The scatter plot

between two variables.

N U M 1,400 B E R 1,200 O F 1,000 R E G I S T E R E D N U R S E S

800 600 400 200

HOSPITAL SIZE (NO. OF BEDS

Drawbacks to Traditional Forecasting Techniques

They bake in the idea that staff increases are inevitable.

Using Computers to Forecast Personnel Requirements

Forecasting the Supply of Inside Candidates

Manual systems and replacement charts

Computerized skills inventories

Forecasting the Supply of inside Candidates

Manual Systems and Replacement Charts

promotability of inside candidates for the most important positions.

Position Replacement Cards

possible replacement candidates and their qualification.

Forecasting Outside Candidate Supply

Expected unemployment rate

U.S. Congressional Budget Office (CBO)

U.S. Department of Labors O*NET

The Need for Effective Recruiting

Effectiveness of chosen recruiting methods

Effects of nonrecruitment issues and policies

Legal requirements associated with employment laws

Other Factors Affecting Recruiting Success

Nonrecruitment HR issues and policies

Measuring Recruiting Effectiveness

Evaluating Recruiting Effectiveness

Measuring Recruiting Effectiveness

High performance recruiting

Organizing How You Recruit

Facilitates strategic priorities

Reduces duplication of HR activities

Ensures compliance with EEO laws

Fosters effective use of online recruiting

FIGURE 56 Recruiting Yield Pyramid

Internal Sources of Candidates

Inbreeding strengthens tendency to maintain the status quo

Finding Internal Candidates

Posting open job positions

Rehiring former employees

Succession planning (HRIS)

Outside Sources of Candidates