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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter 5 Personnel Planning and Recruiting Part Two | Recruitment and Placement

Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

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Page 1: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

PowerPoint Presentation by Charlie CookThe University of West Alabama

Chapter 5

Personnel Planning and Recruiting

Part Two | Recruitment and Placement

Page 2: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–2

The Recruitment and Selection The Recruitment and Selection ProcessProcess1.1. Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning

and forecastingand forecasting..

2.2. Build a candidate pool by Build a candidate pool by recruitingrecruiting internal or external internal or external candidates.candidates.

3.3. Have candidates complete Have candidates complete application formsapplication forms and and undergo initial screening interviews.undergo initial screening interviews.

4.4. Use Use selection toolsselection tools to identify viable candidates. to identify viable candidates.

5.5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interviewinterview the candidates. the candidates.

Page 3: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–3

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.

Page 4: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–4

Planning and ForecastingPlanning and Forecasting• Employment or Personnel PlanningEmployment or Personnel Planning

The process of deciding what positions The process of deciding what positions the firm will have to fill, and how to fill them.the firm will have to fill, and how to fill them.

• Succession PlanningSuccession Planning The process of deciding how to fill the The process of deciding how to fill the

company’s most important executive jobs.company’s most important executive jobs.

• What to Forecast?What to Forecast? Overall personnel needsOverall personnel needs The supply of inside candidatesThe supply of inside candidates The supply of outside candidatesThe supply of outside candidates

Page 5: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–5

Forecasting Personnel NeedsForecasting Personnel Needs

Trend analysis Ratio analysis

Forecasting Tools

Scatter plotting

Page 6: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–6

FIGURE 5–3 Determining the Relationship Between Hospital Size and Number of Nurses

Note: After fitting the line, you can project how many employees are needed, given your projected volume.

Hospital Size(Number of Beds)

Number of Registered

Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

Page 7: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–7

Drawbacks to Traditional Drawbacks to Traditional Forecasting TechniquesForecasting Techniques• They focus on projections and historical relationships.They focus on projections and historical relationships.

• They do not consider the impact of strategic initiatives on They do not consider the impact of strategic initiatives on future staffing levels.future staffing levels.

• They support compensation plans that reward managers They support compensation plans that reward managers for managing ever-larger staffs.for managing ever-larger staffs.

• They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable.inevitable.

• They validate and institutionalize present planning They validate and institutionalize present planning processes and the usual ways of doing things.processes and the usual ways of doing things.

Page 8: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–8

Forecasting the Supply Forecasting the Supply of Inside Candidatesof Inside Candidates

Manual systems and replacement charts

Computerized skills inventories

Qualification Inventories

Page 9: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–9

FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

Page 10: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–10

Forecasting Outside Candidate Forecasting Outside Candidate SupplySupply• Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates

General economic conditionsGeneral economic conditions Expected unemployment rateExpected unemployment rate

• Sources of InformationSources of Information Periodic forecasts in business publicationsPeriodic forecasts in business publications Online economic projectionsOnline economic projections

U.S. Congressional Budget Office (CBO)U.S. Congressional Budget Office (CBO) U.S. Department of Labor’s O*NETU.S. Department of Labor’s O*NET™™ Bureau of Labor Statistics (BLS)Bureau of Labor Statistics (BLS) Other federal agencies and private sourcesOther federal agencies and private sources

Page 11: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–11

The Need for Effective RecruitingThe Need for Effective Recruiting

Effectiveness of chosen recruiting

methods

Effects of nonrecruitment

issues and policies

Recruiting Challenges

Legal requirements

associated with employment laws

Page 12: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–12

Effective RecruitingEffective Recruiting• External Factors Affecting RecruitingExternal Factors Affecting Recruiting

Supply of workersSupply of workers Outsourcing of white-collar jobsOutsourcing of white-collar jobs Fewer “qualified” candidatesFewer “qualified” candidates

• Other Factors Affecting Recruiting SuccessOther Factors Affecting Recruiting Success Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods Nonrecruitment HR issues and policiesNonrecruitment HR issues and policies Successful prescreening of applicantsSuccessful prescreening of applicants Public image of the firmPublic image of the firm Employment lawsEmployment laws

Page 13: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–13

Organizing How You RecruitOrganizing How You Recruit

Facilitates strategic priorities

Reduces duplication of HR activities

Ensures compliance

with EEO laws

Advantages of Centralizing Recruiting Efforts

Fosters effective use

of online recruiting

Page 14: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–14

Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness

What to measure

How to measure

Evaluating Recruiting

Effectiveness

Page 15: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–15

FIGURE 5–6 Recruiting Yield Pyramid

16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

Page 16: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–16

Internal Sources of CandidatesInternal Sources of Candidates

• Foreknowledge of candidates’ strengths and weaknesses

• More accurate view of candidate’s skills

• Candidates have a stronger commitment to the company

• Increases employee morale

• Less training and orientation required

• Failed applicants become discontented

• Time wasted interviewing inside candidates who will not be considered

• Inbreeding strengthens tendency to maintain the status quo

Advantages Disadvantages

Page 17: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–17

Finding Internal CandidatesFinding Internal Candidates

Posting open job positions

Rehiring former employees

Hiring-from-Within Tasks

Succession planning (HRIS)

Page 18: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–18

Outside Sources of CandidatesOutside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Offshoring/Outsourcing

6

7

8

9

On Demand Recruiting Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Page 19: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–19

Recruiting via the InternetRecruiting via the Internet• AdvantagesAdvantages

Cost-effective way to publicize job openingsCost-effective way to publicize job openings More applicants attracted over a longer periodMore applicants attracted over a longer period Immediate applicant responsesImmediate applicant responses Online prescreening of applicantsOnline prescreening of applicants Links to other job search sitesLinks to other job search sites Automation of applicant tracking and evaluationAutomation of applicant tracking and evaluation

• DisadvantagesDisadvantages Exclusion of older and minority workersExclusion of older and minority workers Unqualified applicants overload the systemUnqualified applicants overload the system Personal information privacy concerns of applicantsPersonal information privacy concerns of applicants

Page 20: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–20

Advertising for Outside CandidatesAdvertising for Outside Candidates• The Media ChoiceThe Media Choice

Selection of the best medium depends on the positions for which Selection of the best medium depends on the positions for which the firm is recruiting.the firm is recruiting. Newspapers: local and specific labor marketsNewspapers: local and specific labor markets Trade and professional journals: specialized employeesTrade and professional journals: specialized employees Internet job sites: global labor marketsInternet job sites: global labor markets

• Constructing (Writing) Effective AdsConstructing (Writing) Effective Ads Create attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA). Create a positive impression (image) of the firm.Create a positive impression (image) of the firm.

Page 21: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–21

FIGURE 5–9 Help Wanted Ad that Draws Attention

Page 22: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–22

Employment AgenciesEmployment Agencies

Public agencies

Private agencies

Types of Employment

Agencies

Nonprofit agencies

Page 23: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–23

Why Use a Private Employment Why Use a Private Employment Agency?Agency?• No HR department: firm lacks recruiting and screening No HR department: firm lacks recruiting and screening

capabilities to attract a pool of qualified applicants.capabilities to attract a pool of qualified applicants.

• To fill a particular opening quickly.To fill a particular opening quickly.

• To attract more minority or female applicants.To attract more minority or female applicants.

• To reach currently employed individuals who are more To reach currently employed individuals who are more comfortable dealing with agencies than competing comfortable dealing with agencies than competing companies.companies.

• To reduce internal time devoted to recruiting.To reduce internal time devoted to recruiting.

Page 24: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–24

Avoiding Problems with Avoiding Problems with Employment AgenciesEmployment Agencies• Give agency an accurate and complete job description.Give agency an accurate and complete job description.

• Make sure tests, application blanks, and interviews are Make sure tests, application blanks, and interviews are part of the agency’s selection process.part of the agency’s selection process.

• Review candidates accepted or rejected by your firm or Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s the agency for effectiveness and fairness of agency’s screening process.screening process.

• Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions.

• Supplement the agency’s reference checking by Supplement the agency’s reference checking by checking the final candidate’s references yourself.checking the final candidate’s references yourself.

Page 25: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–25

Temp Agencies and Alternative Temp Agencies and Alternative StaffingStaffing• Benefits of TempsBenefits of Temps

Increased productivityIncreased productivity—p—paid only when workingaid only when working Allows “trial run” for prospective employeesAllows “trial run” for prospective employees No recruitment, screening, and payroll administration costs No recruitment, screening, and payroll administration costs

• Costs of TempsCosts of Temps Increased labor costs due to fees paid to temp agenciesIncreased labor costs due to fees paid to temp agencies Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm

Page 26: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–26

Concerns of Temp EmployeesConcerns of Temp Employees• Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment

by employers.by employers.• Insecurity about employment and pessimism about the Insecurity about employment and pessimism about the

future.future.• Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits.• Being misled about job assignments and whether Being misled about job assignments and whether

temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions.positions.

• Being “underemployed” while trying to return to the full-Being “underemployed” while trying to return to the full-time labor market.time labor market.

• Anger toward the corporate world and its values; Anger toward the corporate world and its values; expressed as alienation and disenchantment.expressed as alienation and disenchantment.

Page 27: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–27

Offshoring and Outsourcing Offshoring and Outsourcing JobsJobs

Political and military instability

Cultural misunderstandin

gs

Customers’ securing and

privacy concerns

Foreign contracts,

liability, and legal concerns

Special training of foreign

employees

Costs of foreign workers

Resentment and anxiety of U.S.

employees/unions

Outsourcing/ Offshoring

Issues

Page 28: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–28

Executive RecruitmentExecutive Recruitment• Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)

Contingent-based recruitersContingent-based recruiters Retained executive searchersRetained executive searchers Internet technology and specialization trendsInternet technology and specialization trends

• Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter1.1. Make sure the firm is capable of conducting a thorough Make sure the firm is capable of conducting a thorough

search.search.

2.2. Meet individual who will handle your assignment.Meet individual who will handle your assignment.

3.3. Ask how much the search firm charges.Ask how much the search firm charges.

4.4. Make sure the recruiter and you agree on what sort of person Make sure the recruiter and you agree on what sort of person you need for the position.you need for the position.

5.5. Never rely solely on the recruiter to do reference checking.Never rely solely on the recruiter to do reference checking.

Page 29: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–29

College RecruitingCollege Recruiting• On-campus recruiting goalsOn-campus recruiting goals

To determine if the candidate is To determine if the candidate is worthy of further considerationworthy of further consideration

To attract good candidatesTo attract good candidates

• On-site visitsOn-site visits Invitation lettersInvitation letters Assigned hostsAssigned hosts Information packagesInformation packages Planned interviewsPlanned interviews Timely employment offerTimely employment offer Follow-upFollow-up

• InternshipsInternships

Page 30: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–30

Sources of Outside Applicants Sources of Outside Applicants

Employee referrals Walk-ins Telecommuter

s

Other Sources of Outside Applicants

Military personnel

Page 31: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–31

Employee Referrals and Walk-insEmployee Referrals and Walk-ins• Employee ReferralsEmployee Referrals

Referring employees become stakeholders.Referring employees become stakeholders. Referral is a cost-effective recruitment program.Referral is a cost-effective recruitment program. Referral can speed up diversifying the workforce.Referral can speed up diversifying the workforce. Relying on referrals may be discriminatory.Relying on referrals may be discriminatory.

• Walk-insWalk-ins Seek employment through a personal direct approach to the Seek employment through a personal direct approach to the

employer.employer. Courteous treatment of any applicant is a good business Courteous treatment of any applicant is a good business

practice.practice.

Page 32: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–32

TABLE 5–1 Recruitment Research Findings: Practical Applications for Managers

Recruitment Research Finding Practical Applications for Managers The recruitment source affects the characteristics of applicants you attract.

Use sources such as referrals from current employees that yield applicants more likely to be better performers.

Recruitment materials have a more positive impact if they contain more specific information.

Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity.

Organizational image influences applicants’ initial reactions.

Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work.

Applicants with a greater number of job opportunities are more attentive to early recruitment activities.

Ensure initial recruitment activities (e.g., Web site, brochure, on-campus recruiting) are attractive to candidates.

Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover.

Provide applicants with a realistic picture of the job and organization, not just the positives.

Applicants will infer (perhaps erroneous) information about the job and company if the information is not clearly provided by the company.

Provide clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer.

Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job.

Choose individuals who have contact with applicants for their interpersonal skills.

Page 33: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–33

Developing and Using Application Developing and Using Application FormsForms

Applicant’s education and

experience

Applicant’s prior progress

and growth

Applicant’s employment

stability

Uses of Application Form Information

Applicant’s likelihood of

success

Page 34: Chapter 5 Personnel Planning and Recruiting Dessler HRM 12e ppt_05

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–34

Application Forms and the LawApplication Forms and the LawEducational

achievements

Arrest record

Notification in case of

emergency

Membership in organizations

Physical handicaps

Marital status

Housing arrangements

Areas of Personal

Information