HR Planing and Recruitment

7/28/2019 HR Planing and Recruitment

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Human Resource Planning

and Recruitment


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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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Strategic Planning

Strategic Planning - Process by which top

management determines overall organizational

purposes and objectives and how they are to be

achieved

Strategic planning at all levels can be divided

into four steps


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Strategic Planning and Implementation ProcessMISSION DETERMINATION Decide what is

to be accomplished (purpose) Determine

principles that will guide the effort

ENVIRONMENTAL ASSESSMENT Determining external

conditions, threats, and opportunities Determining competencies,

strengths, and weaknesses within the organizationExternalInternal

OBJECTIVE SETTING Specifyingcorporate-level objectives that are:

Challenging, but

attainable Measurable

Time-specific

Documented (written)

STRATEGY SETTING Specifying anddocumenting corporate-level strategies and planning

STRATEGY IMPLEMENTATION


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Strategy Implementation

Leadership

Organizational Structure

Information and Control Systems

Technology

Human Resources


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Systematic process of matching internal

and external supply of people with job

openings anticipated in the organization

over a specified period of time


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Human Resource Planning Process

External Environment

Internal Environment

Strategic Planning


ForecastingHuman

ResourceRequirements

ComparingRequirementsand Availability

ForecastingHuman

ResourceAvailabilitySurplus ofWorkersDemand =Supply

No Action

Shortage ofWorkers

RecruitmentSelection

Restricted Hiring,Reduced Hours, EarlyRetirement, Layoffs,

Downsizing


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Linking Employers Strategy to Plans


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Planning and Forecasting

Employment or Personnel Planning

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

Succession Planning

The process of deciding how to fill thecompanys 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

Trend analysis Ratio analysis

Forecasting Tools

Scatter plotting


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Determining the Relationship BetweenHospital Size and Number of Nurses

Note: After fitting the line, you

can project how manyemployees are needed, given

your projected volume.

Hospital Size(Number

of Beds)

Number ofRegistered

Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860


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Drawbacks to Traditional ForecastingTechniques

They focus on projections and historical relationships.

They do not consider the impact of strategic initiatives onfuture staffing levels.

They support compensation plans that reward managersfor managing ever-larger staffs.

They bake in the idea that staff increases are inevitable.

They validate and institutionalize present planningprocesses and the usual ways of doing things.


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Using Computers to ForecastPersonnel Requirements

Computerized Forecasts

Software that estimates future staffing needs by:

Projecting sales, volume of production, and

personnel required to maintain different volumes ofoutput.

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

Creating metrics for direct labor hours and threesales projection scenariosminimum, maximum,and probable.


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Forecasting the Supply ofInside Candidates

Manual systems and

replacement charts

Computerized skills

inventories

Qualification

Inventories


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Management Replacement Chart Showing Development Needs ofPotential Future Divisional Vice Presidents


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Forecasting Outside CandidateSupply

Factors In Supply of Outside Candidates

General economic conditions

Expected unemployment rate

Sources of Information

Periodic forecasts in business publications

Online economic projections


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The Recruitment and SelectionProcess

1. Decide what positions to fill throughpersonnel planningand forecasting.

2. Build a candidate pool by recruitinginternal or external

candidates.3. Have candidates complete application formsand undergo

initial screening interviews.

4. Use selection toolsto identify viable candidates.

5. Decide who to make an offer to, by having the supervisorand others interviewthe candidates.


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The Need for Effective Recruiting

Effectiveness of

chosen recruiting

methods

Effects of

nonrecruitment

issues and policies

Recruiting Challenges

Legal requirements

associated with

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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Organizing 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


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Recruiting Yield Pyramid

16%

75%

67%

50%


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Internal Sources of Candidates

Foreknowledge ofcandidates strengthsand weaknesses

More accurate view ofcandidates skills

Candidates have a strongercommitmentto the company

Increases employee morale

Less training andorientation required

Failed applicants becomediscontented

Time wasted interviewinginside candidates who willnot be considered

Inbreeding strengthenstendency to maintain thestatus quo

Advantages Disadvantages


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Finding Internal Candidates

Posting open

job positions

Rehiring former

employees

Hiring-from-Within Tasks

Succession

planning (HRIS)


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Outside 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


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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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Ineffective and Effective Web Ads


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Advertising for Outside Candidates

The Media Choice

Selection of the best medium depends on the positionsfor 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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Help Wanted Ad that Draws Attention


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Employment Agencies

Public

agencies

Private

agencies

Types of Employment

Agencies

Nonprofit

agencies


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Offshoring and Outsourcing Jobs

Political and militaryinstability

Cultural

misunderstandings

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


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Executive Recruitment

Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers

Internet technology and specialization trends

Guidelines for Choosing a Recruiter

1. Make sure the firm is capable of conducting a thorough search.

2. Meet individual who will handle your assignment.

3. Ask how much the search firm charges.

4. Make sure the recruiter and you agree on what sort of person youneed for the position.

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


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College Recruiting

On-campus recruiting goals

To determine if the candidate isworthy of further consideration

To attract good candidates

On-site visits

Invitation letters

Assigned hosts

Information packages Planned interviews

Timely employment offer

Follow-up

Internships


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Sources of Outside Applicants

Employee

referralsWalk-ins Telecommuters

Other Sources of Outside Applicants

Military

personnel


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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 tothe employer.

Courteous treatment of any applicant is a good businesspractice.


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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.


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Recruiting A More DiverseWorkforce

Single parents

Older workers

Welfare-to-work Minorities andwomen

The disabled


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Human Resource Information

Systems (HRIS)Any organized approach for obtaining

relevant and timely information on

which to base HR decisions


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HUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless System

Input Data TypesJob Analysis

Recruitment

Selection/Job Posting/Employee Referral

T&D

Performance Appraisal

Compensation

Benefits

Safety

Health

Labor Relations

Employee Relations

Contribute Toward Achievement of:

*Manager and employee self-service is available.

Output Data Uses*Employee Tracking

Diversity Programs

Hiring Decisions

Training Programs/E-learning/Management Succession

Compensation Programs

Benefit Programs (e.g., prescriptiondrug programs)

Health Programs (e.g., Employee

Assistance Programs) BargainingStrategies

Employee Services

OrganizationalStrategic Plans

Human ResourceManagement

Plans

HumanResource

InformationSystem

Improving Productivity Through


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Improving Productivity ThroughHRIS:

An Integrated Approach to Recruiting

Requisition

management

system

Recruiting

solution

Screening

services

Elements of an HRIS

Hiring

management


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Developing and Using ApplicationForms

Applicants

education and

experience

Applicants

prior progress

and growth

Applicants

employment

stability

Uses of Application Form

Information

Applicants

likelihood of

success


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FBI Employment Application


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Application 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


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Two-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


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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 performingcertain 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 hiringor retention charge.)

8. What is your educational background? (The information required here

would depend on the job-related requirements of the position.)

Documents

HR Planing and Recruitment