Dessler hrm12e ppt_05

GARY DESSLER

HUMAN RESOURCE MANAGEMENT Global Edition 12e

Chapter 5

Personnel Planning and Recruiting

PowerPoint Presentation by Charlie CookThe University of West AlabamaCopyright © 2011 Pearson Education

Part 2 Recruitment and Placement

Copyright © 2011 Pearson Education 5–2

WHERE WE ARE NOW…WHERE WE ARE NOW…


1.1. List the steps in the recruitment and selection process.List the steps in the recruitment and selection process.

2.2. Explain the main techniques used in employment Explain the main techniques used in employment planning and forecasting.planning and forecasting.

3.3. Explain and give examples for the need for effective Explain and give examples for the need for effective recruiting.recruiting.

4.4. Name and describe the main internal sources of Name and describe the main internal sources of candidates.candidates.

5.5. List and discuss the main outside sources of List and discuss the main outside sources of candidates.candidates.

6.6. Develop a help wanted ad.Develop a help wanted ad.

7.7. Explain how to recruit a more diverse workforce.Explain how to recruit a more diverse workforce.

LEARNING OUTCOMESLEARNING OUTCOMES


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.


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.


FIGURE 5–2 Linking Employer’s Strategy to Plans


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


Forecasting Personnel NeedsForecasting Personnel Needs

Trend analysis Ratio analysis

Forecasting Tools

Scatter plotting


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


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.


Using Computers to Forecast Using Computers to Forecast Personnel RequirementsPersonnel Requirements

• Computerized ForecastsComputerized Forecasts

Software that estimates future staffing needs by:Software that estimates future staffing needs by:

Projecting sales, volume of production, and personnel Projecting sales, volume of production, and personnel required to maintain different volumes of output.required to maintain different volumes of output.

Forecasting staffing levels for direct labor, indirect staff, and Forecasting staffing levels for direct labor, indirect staff, and exempt staff.exempt staff.

Creating metrics for direct labor hours and three sales Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.projection scenarios—minimum, maximum, and probable.


Forecasting the Supply Forecasting the Supply of Inside Candidatesof Inside Candidates

Manual systems and replacement charts

Computerized skills inventories

Qualification Inventories


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


The Matter of PrivacyThe Matter of Privacy• Ensuring the Security of HR InformationEnsuring the Security of HR Information

Control of HR information through access matricesControl of HR information through access matrices

Access to records and employee privacyAccess to records and employee privacy

• Legal ConsiderationsLegal Considerations

The Federal Privacy Act of 1974The Federal Privacy Act of 1974

New York Personal Privacy Act of 1985New York Personal Privacy Act of 1985

HIPAAHIPAA

Americans with Disabilities ActAmericans with Disabilities Act


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


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


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


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


Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness

What to measure

How to measure

Evaluating Recruiting

Effectiveness


FIGURE 5–6 Recruiting Yield Pyramid

16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

●


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


Finding Internal CandidatesFinding Internal Candidates

Posting open job positions

Rehiring former employees

Hiring-from-Within Tasks

Succession planning (HRIS)


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


FIGURE 5–7 Some Top Online Recruiting Job Boards


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


FIGURE 5–8 Ineffective and Effective Web Ads


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.


FIGURE 5–9 Help Wanted Ad that Draws Attention


Employment AgenciesEmployment Agencies

Public agencies

Private agencies

Types of Employment

Agencies

Nonprofit agencies


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.


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.


Specialized Staffing and RecruitingSpecialized Staffing and Recruiting• Alternative StaffingAlternative Staffing

In-house contingent (casual, seasonal, or temporary) workers In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.employed by the company, but on an explicit short-term basis.

Contract technical employees supplied for long-term projects Contract technical employees supplied for long-term projects under contract from outside technical services firms.under contract from outside technical services firms.

• On-Demand Recruiting Services (ODRS)On-Demand Recruiting Services (ODRS) Provide short-term specialized recruiting to support specific Provide short-term specialized recruiting to support specific

projects without the expense of retaining traditional search firms.projects without the expense of retaining traditional search firms.


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


Working with a Temp AgencyWorking with a Temp Agency• Invoicing.Invoicing. Make sure the agency’s invoice fits your firm’s needs. Make sure the agency’s invoice fits your firm’s needs.

• Time sheets.Time sheets. The time sheet is a verification of hours worked and an The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.agreement to pay the agency’s fees.

• Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a temp What is the policy if you want to hire a temp as a permanent employee?as a permanent employee?

• Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does the How does the agency plan to recruit and what sorts of benefits will it pay?agency plan to recruit and what sorts of benefits will it pay?

• Dress code.Dress code. Specify the attire at each of your offices or plants. Specify the attire at each of your offices or plants.

• Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from the Get a statement from the agency that it does not discriminate when filling temp orders.agency that it does not discriminate when filling temp orders.

• Job description information.Job description information. Ensure that the agency understands Ensure that the agency understands the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.


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.


FIGURE 5–10 Ten Things Managers Should Avoid When Supervising Temporary Employees

1. Train your contingent workers. Ask their staffing agency to handle training.

2. Negotiate the pay rate of your contingent workers. The agency should set pay.

3. Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.

4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.

5. Routinely include contingent workers in your company’s employee functions.

6. Allow contingent workers to utilize facilities intended for employees.

7. Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.

8. Let managers discuss harassment or discrimination issues with contingent workers.

9. Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.

10. Terminate a contingent worker directly. Contact the agency to do so.

Do Not:


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


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.


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


Sources of Outside Applicants Sources of Outside Applicants

Employee referrals

Walk-insTelecommuter

s

Other Sources of Outside Applicants

Military personnel


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.


FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires


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.


Improving Productivity Through Improving Productivity Through HRIS:HRIS:

An Integrated Approach to An Integrated Approach to RecruitingRecruiting

Requisition management

system

Recruiting solution

Screening services

Elements of an HRIS

Hiring management


Recruiting A More Diverse Recruiting A More Diverse WorkforceWorkforce

Single parents

Older workers

Welfare-to-work

Minorities and women

The disabled


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


FIGURE 5–12 FBI Employment Application


Application Forms and the LawApplication Forms and the Law

Educational achievements

Arrest record

Notification in case of

emergency

Membership in organizations

Physical handicaps

Marital status

Housing arrangements

Areas of Personal

Information


Two-Stage ProcessTwo-Stage Process

Conditional Job Offer

Is Applicant Qualified?

Make conditional job offer contingent on meeting all “second

stage” conditions

Review application information, personal interview, testing, and

do background check

Yes


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.)


K E Y T E R M S

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


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.

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