HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 5
Human Resource
Planning and
Recruiting

Part 2 Recruitment and Placement

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
 Today’s Motivational Quote

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LEARNING OUTCOMES
1. List the steps in the recruitment and selection process.
2. Explain the main techniques used in employment
planning and forecasting.
3. Explain and give examples for the need for effective
recruiting.
4. Name and describe the main internal sources of
candidates.
5. List and discuss the main outside sources of
candidates.
6. Developing and Using Application Forms

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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.

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 FIGURE 5–1 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.

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1- 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
company’s most important executive jobs.
• What to Forecast?
 Overall personnel needs
 The supply of inside candidates
 The supply of outside candidates

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 Forecasting Personnel Needs
Forecasting Tools

Ratio analysis Scatter plot

Trend analysis shows graphically
provides forecasts
can provide an initial how two variables—
based on the historical
estimate of future such as sales and
ratio between (1)
staffing needs, but your firm’s staffing
some causal factor
employment levels levels—are related. If
(like sales volume)
rarely depend just on the they are, and then if
and (2) the number of
passage of time. you can forecast the
employees required
(such as number of business activity (like
salespeople). sales), you should
also be able to
estimate your
personnel needs.
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 FIGURE 5–3 Determining the Relationship Between
Hospital Size and Number of Nurses

Hospital Size Number of

(Number Registered
of Beds) Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

Note: After fitting the line,

you can project how many
employees are needed,
given your projected volume.

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 Forecasting the Supply of
Inside Candidates
- Knowing your staffing needs satisfies only half the staffing
equation. Next, you have to estimate the likely supply of both
inside and outside candidates. Most firms start with the inside
candidates.

- Department managers or owners of smaller firms often use

manual devices to track employee qualifications. Thus a
personnel inventory and development record form compiles
qualifications information on each employee.

- Computerized skills inventory data typically include items like

work experience codes, product knowledge, the employee’s level of
familiarity with the employer’s product lines or services, the
person’s industry experience, and formal education.

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 Forecasting the Supply of
Inside Candidates

Qualification
Inventories

Manual systems and Computerized skills

replacement charts inventories

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Forecasting Outside Candidate Supply
• If there won’t be enough inside candidates to fill the
anticipated openings (or you want to go outside for
another reason), you will turn to outside candidates.
• 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 Labor’s O*NET™
 Bureau of Labor Statistics (BLS)
 Other federal agencies and private sources
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The Need for Effective Recruiting

Recruiting Challenges

Effectiveness of Effects of Legal requirements

chosen recruiting nonrecruitment associated with
methods issues and policies employment laws

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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

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 Measuring Recruiting Effectiveness

Evaluating Recruiting
Effectiveness

What to How to
measure measure

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 FIGURE 5–6 Recruiting Yield Pyramid

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Internal Sources of Candidates
Advantages Disadvantages

• Foreknowledge of • Failed applicants become

candidates’ strengths discontented
and weaknesses • Time wasted interviewing
• More accurate view of inside candidates who will
candidate’s skills not be considered
• Candidates have a stronger
commitment
to the company
• Increases employee morale
• Less training and
orientation required

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 Finding Internal Candidates

Hiring-from-Within Tasks

Posting open Rehiring former Succession

job positions employees planning (HRIS)

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Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting
2 Advertising 7
Services (ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing

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 FIGURE 5–7 Some Top Online Recruiting Job Boards

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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

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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.

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 Employment Agencies

Types of Employment
Agencies

Public Nonprofit Private

agencies agencies agencies

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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.

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Avoiding Problems with
Employment Agencies
• Give agency an accurate and complete job description.
• Make sure tests, application blanks, and interviews are
part of the agency’s selection process.
• Review candidates accepted or rejected by your firm or
the agency for effectiveness and fairness of agency’s
screening process.
• Screen agency for effectiveness in filling positions.
• Supplement the agency’s reference checking by
checking the final candidate’s references yourself.

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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.
 Contract technical employees supplied for long-term projects
under contract from outside technical services firms.
• On-Demand Recruiting Services (ODRS)
 Provide short-term specialized recruiting to support specific
projects without the expense of retaining traditional search firms.

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Temp Agencies and Alternative Staffing
• Benefits of Temps
 Increased productivity—paid only when working
 Allows “trial run” for prospective employees
 No recruitment, screening, and payroll administration costs
• Costs of Temps
 Increased labor costs due to fees paid to temp agencies
 Temp employees’ lack of commitment to the firm

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 Offshoring and Outsourcing Jobs

Political and military

instability

Resentment and
Cultural
anxiety of U.S.
misunderstandings
employees/unions

Outsourcing/
Offshoring
Customers’ securing
Costs of foreign Issues and privacy
workers
concerns

Foreign contracts,
Special training of
liability, and legal
foreign employees
concerns

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College Recruiting
• On-campus recruiting goals • On-site visits
 To determine if the candidate is  Invitation letters
worthy of further consideration  Assigned hosts
 To attract good candidates  Information packages
 Planned interviews
 Timely employment offer
 Follow-up
• Internships

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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.

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 Developing and Using Application Forms

Uses of Application Form

Information

Applicant’s Applicant’s Applicant’s Applicant’s

education and prior progress employment likelihood of
experience and growth stability success

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 Application Forms and the Law
Educational
achievements

Housing Arrest
arrangements record

Areas of
Personal
Marital Information Notification in case
status of emergency

Physical Membership in
handicaps organizations

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Two-Stage Process

Is Applicant Yes Conditional

Qualified? Job Offer

Review application Make conditional job offer

information, personal contingent on meeting all
interview, testing, and “second stage” conditions
do background check

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 FIGURE 5–13 Sample Acceptable Questions Once Conditional Offer Is Made

1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from
performing certain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10
years?
7. Have you ever been convicted of a felony or do you have a history of
being a violent person? (This is a very important question to avoid a
negligent hiring or retention charge.)
8. What is your educational background? (The information required here
would depend on the job-related requirements of the position.)

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 THE END

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