dessler ch 05-personnel planning and recruiting

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

Personnel Planning and RecruitingPersonnel Planning and Recruiting

Chapter 5Chapter 5

Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. All rights reserved. 5–2

The main points of this lecture are;The main points of this lecture are;1.1. Explain the main techniques used in Explain the main techniques used in

employment planning and forecasting.employment planning and forecasting.2.2. List and discuss the main outside List and discuss the main outside

sources of candidates.sources of candidates.3.3. Effectively recruit job candidates.Effectively recruit job candidates.4.4. Name and describe the main internal Name and describe the main internal

sources of candidates.sources of candidates.5.5. Develop a help wanted ad.Develop a help wanted ad.6.6. Explain how to recruit a more diverse Explain how to recruit a more diverse

workforce.workforce.


Job analysis defines the duties and Job analysis defines the duties and human requirements of the company`s human requirements of the company`s jobs. jobs. The next step is to select and recruit The next step is to select and recruit the employees.the employees.Employee selection and recruitment Employee selection and recruitment process requires a series of hurdlesprocess requires a series of hurdles


The Recruitment and Selection The Recruitment and Selection ProcessProcess

- Decide what positions to fill through - Decide what positions to fill through personnel planning and forecastingpersonnel planning and forecasting..

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


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

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

- Decide who to make an offer to, by - Decide who to make an offer to, by having the supervisor and others having the 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 The process of deciding what positions the firm will have to fill, positions the firm will have to fill, and how to fill them.and how to fill them.

• Succession PlanningSuccession PlanningThe process of deciding how to fill The process of deciding how to fill

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


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


Forecasting Personnel NeedsForecasting Personnel Needs

Trend Analysis

Scatter Plotting

ForecastingTools

Ratio Analysis


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

Note: After fitting the line, you can project how many employees you’ll need, given your projected volume.

Size of Hospital (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 They focus on projections and historical relationships.historical relationships.

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


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

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

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


Using Computers to Forecast Using Computers to Forecast Personnel RequirementsPersonnel Requirements• Computerized ForecastsComputerized Forecasts

Software that estimates future Software that estimates future staffing needs by:staffing needs by:Projecting sales, volume of Projecting sales, volume of

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


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

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


FIGURE 5–4 Management Replacement Chart Showing DevelopmentNeeds ofPotential FutureDivisional VicePresidents


Forecasting the Supply of Forecasting the Supply of Inside CandidatesInside Candidates

Manual Systems and Replacement

Charts

Qualification Inventories

Computerized Information

Systems


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 Factors In Supply of Outside CandidatesCandidatesGeneral economic conditionsGeneral economic conditionsExpected unemployment rateExpected unemployment rate


• Sources of InformationSources of InformationPeriodic forecasts in business Periodic forecasts in business

publicationspublicationsOnline economic projectionsOnline economic projections


Effective RecruitingEffective Recruiting

• External Factors Affecting RecruitingExternal Factors Affecting RecruitingSupply of workersSupply of workersOutsourcing of white-collar jobsOutsourcing of white-collar jobsFewer “qualified” candidatesFewer “qualified” candidates


• Other Factors Affecting RecruitingOther Factors Affecting RecruitingConsistency of recruitment with Consistency of recruitment with

strategic goalsstrategic goalsTypes of jobs recruited and recruiting Types of jobs recruited and recruiting

methodsmethodsNonrecruitment HR issues and policiesNonrecruitment HR issues and policiesSuccessful prescreening of applicantsSuccessful prescreening of applicantsPublic image of the firmPublic image of the firmEmployment lawsEmployment laws


• Advantages of Centralizing RecruitmentAdvantages of Centralizing RecruitmentStrengthens employment brandStrengthens employment brandFacilitates applying strategic prioritiesFacilitates applying strategic prioritiesReduces duplication of HR activitiesReduces duplication of HR activitiesReduces cost of new HR technologiesReduces cost of new HR technologiesBuilds teams of HR expertsBuilds teams of HR expertsProvides better measurement of HR Provides better measurement of HR

performanceperformanceAllows for sharing of applicant poolsAllows for sharing of applicant pools


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?


• Do you have adequate means of transportation to get to work?

• Have you had any major illness (treated or untreated) in the past 10 years?

• 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.)

• What is your educational background? (The information required here would depend on the job-related requirements of the position.)


Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness

What to Measure How to Measure

Evaluating Recruiting Effectiveness


Advantages of Internal HiringAdvantages of Internal Hiring• 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


Disadvantages of Internal HiringDisadvantages of Internal Hiring

• Failed applicants become discontented

• Time wasted interviewing inside candidates who will not be considered

• Inbreeding strengthens tendency to maintain the status quo


Finding Internal CandidatesFinding Internal Candidates

Hiring from Within

Job Posting

Succession Planning

Rehiring Former Employees


Outside Sources of CandidatesOutside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment AgenciesTemp Agencies and Alternative StaffingOutsourcing

6

7

8

9

On Demand Recruiting Services

Executive Recruiters

College Recruiting

By-reference recr.

Locating Outside Candidates


Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Recruiting via the InternetRecruiting via the Internet

AdvantagesAdvantagesCost-effective way to publicize job openingsCost-effective way to publicize job openingsMore applicants attracted over a longer More applicants attracted over a longer

periodperiodImmediate applicant responsesImmediate applicant responsesOnline prescreening of applicantsOnline prescreening of applicantsLinks to other job search sitesLinks to other job search sitesAutomation of applicant tracking and Automation of applicant tracking and

evaluationevaluation


–DisadvantagesDisadvantages• Exclusion of older and minority Exclusion of older and minority workersworkers

• Excessive number of unqualified Excessive number of unqualified applicantsapplicants

• Personal information privacy Personal information privacy concerns of applicantsconcerns of applicants


FIGURE 5–9 Ineffective and Effective Web Ads

Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.


Advertising for Outside CandidatesAdvertising for Outside Candidates

• The Media ChoiceThe Media ChoiceSelection of the best medium Selection of the best medium

depends on the positions for which depends on the positions for which the firm is recruiting.the firm is recruiting.Newspapers: local and specific Newspapers: local and specific

labor marketslabor markets


Trade and professional journals: Trade and professional journals: specialized employeesspecialized employees

Internet job sites: global labor Internet job sites: global labor marketsmarkets

• Effective AdsEffective AdsCreate attention, interest, desire, and Create attention, interest, desire, and

action (AIDA).action (AIDA).Create a positive impression of the Create a positive impression of the

firm.firm.


FIGURE 5–10 Help Wanted Ad That Draws Attention

Source: The New York Times, May 13, 2007, Business p. 18.


Employment AgenciesEmployment Agencies

Public Agencies

Private Agencies

Types of Employment

Agencies

Nonprofit Agencies


Outside Sources of Candidates Outside Sources of Candidates (cont’d)(cont’d)

• Why Use a Private Employment Why Use a Private Employment AgencyAgencyNo HR department: firm lacks No HR department: firm lacks

recruiting and screening recruiting and screening capabilities.capabilities.

To attract a pool of qualified To attract a pool of qualified applicants.applicants.


To fill a particular opening quickly.To fill a particular opening quickly.To attract more minority or female To attract more minority or female

applicants.applicants.To reach currently employed To reach currently employed

individuals who are more individuals who are more comfortable dealing with agencies.comfortable dealing with agencies.

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


Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies

Provide the agency with accurate and complete job Provide the agency with accurate and complete job descriptions.descriptions.

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

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


Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing• 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 No recruitment, screening, and payroll

administration costs administration costs

• Costs of TempsCosts of Temps Increased labor costs due to fees paid to temp Increased labor costs due to fees paid to temp

agenciesagencies Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm


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 return to the full-Being “underemployed” while trying 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 5–11 Guidelines for Using Temporary Employees

Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.

1. Do not train your contingent workers. Ask their staffing agency to handle training.2. Do not negotiate the pay rate of your contingent workers. The agency should

set pay.3. Do not coach or counsel a contingent worker on his/her job performance.

Instead, call the person’s agency and request that it do so.4. Do not negotiate a contingent worker’s vacations or personal time off. Direct

the worker to his or her agency.5. Do not routinely include contingent workers in your company’s employee

functions.6. Do not allow contingent workers to utilize facilities intended for employees.7. Do not let managers issue company business cards, nameplates, or employee

badges to contingent workers without HR and legal approval.8. Do not let managers discuss harassment or discrimination issues with

contingent workers.9. Do not discuss job opportunities and the contingent worker’s suitability for

them directly. Instead, refer the worker to publicly available job postings.10. Do not terminate a contingent worker directly. Contact the agency to do so.


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

needs.needs.

• Time sheets.Time sheets. The time sheet is a verification of hours worked and The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.an 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 it will it pay?agency plan to recruit and what sorts of benefits it 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 Get a statement from the agency that it does not discriminate when filling temp orders.the 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.


Offshoring/Outsourcing White-Collar Offshoring/Outsourcing White-Collar and Other Jobsand Other Jobs

Political and Military Instability

Cultural Misunderstandings

Customers’ security 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

MainIssues


Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• 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 Make sure the firm is capable of conducting a

thorough search.thorough 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. Never rely solely on the recruiter to do reference Never rely solely on the recruiter to do reference checking.checking.


Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• College RecruitingCollege Recruiting

On-campus recruiting On-campus recruiting goalsgoals To determine if the To determine if the

candidate is worthy of candidate is worthy of further considerationfurther consideration

To attract good To attract good candidatescandidates

On-site visitsOn-site visits Invitation lettersInvitation letters Assigned hostsAssigned hosts Information packagesInformation packages Planned interviewsPlanned interviews Timely employment Timely employment

offeroffer Follow-upFollow-up

InternshipsInternships


Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)• 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 Seek employment through a personal direct

approach to the employer.approach to the employer. Courteous treatment of any applicant is a good Courteous treatment of any applicant is a good

business practice.business practice.


FIGURE 5–12 Best Recruiting Sources

Percentage of employers reporting best-performing sources for hiring without regard to cost, 2004.

Source: Workforce Management, December 2004, p. 98.Note: Survey of 2,294 organizations.


Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated Employee Recruitment System


Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce

Single Parents

Older Workers

Welfare-to-Work Minorities and Women

The Disabled


Developing and Using Application FormsDeveloping and Using Application Forms

Applicant’s education and

experience

Applicant’s likelihood of

success

Applicant’s progress and

growth

Uses of Application Information

Applicant’s employment

stability


FIGURE 5–13Employment Application


Application Forms and the LawApplication Forms and the Law

Education Achievements

Arrest Record

Notification in Case of

Emergency

Memberships in Organizations

Physical Handicaps

Marital Status

Housing Arrangements

Areas of Personal Information


K E Y T E R M S

employment or personnel employment or personnel planningplanning

trend analysistrend analysisratio analysisratio analysisscatter plotscatter plotcomputerized forecastcomputerized forecastqualifications inventoriesqualifications inventoriespersonnel replacement chartspersonnel replacement charts

position replacement cardposition replacement cardrecruiting yield pyramidrecruiting yield pyramidjob postingjob postingsuccession planningsuccession planningalternative staffingalternative staffingon demand recruiting services on demand recruiting services

(ODRS)(ODRS)application formapplication form