Human Resource Management CH.3 Planning and Recruiting PDF

Gary Dessler tenth edition Chapter 5 Part 2 Recruitment and Placement Personnel Planning and Recruiting © 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook All rights reserved....

Gary Dessler tenth edition Chapter 5 Part 2 Recruitment and Placement Personnel Planning and Recruiting © 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama After studying this chapter, you should be able to: 1. Explain the main techniques used in employment planning and forecasting. 2. List and discuss the main outside sources of candidates. 3. Effectively recruit job candidates. 4. Name and describe the main internal sources of candidates. 5. Develop a help wanted ad. 6. Explain how to recruit a more diverse workforce. © 2005 Prentice Hall Inc. All rights reserved. 5–2  The Recruitment and Selection Process 1. Decide what positions you’ll have to fill through personnel planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo an initial screening interview. 4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates. © 2005 Prentice Hall Inc. All rights reserved. 5–3  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 5–1 © 2005 Prentice Hall Inc. All rights reserved. 5–4  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 © 2005 Prentice Hall Inc. All rights reserved. 5–5  Factors in forecasting Personnel Needs  Projected Turnover  Quality and Nature of your employees  Decision to upgrade  Technological and administrative changes  The financial Resources © 2005 Prentice Hall Inc. All rights reserved. 5–6  Forecasting Personnel Needs  Trend analysis – The study of a firm’s past employment needs over a period of years to predict future needs.  Ratio analysis – A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed. – Assumes that the relationship between the causal factor and staffing needs is constant © 2005 Prentice Hall Inc. All rights reserved. 5–7  The Scatter Plot  Scatter plot – A graphical method used to help identify the relationship between two variables. Size of Hospital Number of (Number of Beds) Registered Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860 © 2005 Prentice Hall Inc. All rights reserved. 5–8  Determining the Relationship Between Hospital Size and Number of Nurses Figure 5–3 © 2005 Prentice Hall Inc. All rights reserved. 5–9  Using Computers to Forecast Personnel Requirements  Computerized forecasts – The use software packages to determine of future staff needs by projecting sales, volume of production, and personnel required to maintain a volume of output. Generates figures on average staff levels required to meet product demands, as well as forecasts for direct labor, indirect staff, and exempt staff. Typical metrics: direct labor hours required to produce one unit of product (a measure of productivity), and three sales projections—minimum, maximum, and probable. © 2005 Prentice Hall Inc. All rights reserved. 5–10  Forecasting the Supply of Inside Candidates  Qualifications inventories – Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion. © 2005 Prentice Hall Inc. All rights reserved. 5–11  Manual Systems and Replacement Charts  Personnel replacement charts – Company records showing present performance and promotability of inside candidates for the most important positions.  Position replacement card – A card prepared for each position in a company to show possible replacement candidates and their qualifications. © 2005 Prentice Hall Inc. All rights reserved. 5–12  Computerized Information Systems  Human Resource Information System (HRIS) – Computerized inventory of information that can be accessed to determine employees’ background, experience, and skills that may include: Work experience codes Product or service knowledge Industry experience Formal education Training courses Foreign language Relocation limitation Career Interest Performance Appraisal © 2005 Prentice Hall Inc. All rights reserved. 5–13  The Matter of Privacy of HR Information  The need to ensure the security of HR information – There is a lot of HR information to keep secure. – Control of HR information can be established through the use of access matrices that limit users. – Legal considerations: The Federal Privacy Act of 1974 gives employees rights regarding who has access to information about their work history and job performance. © 2005 Prentice Hall Inc. All rights reserved. 5–14  Forecasting the Supply of Outside Candidates  Factors impacting the supply of outside candidates – General economic conditions – Local Market conditions – Occupational market conditions © 2005 Prentice Hall Inc. All rights reserved. 5–15  Recruiting Yield Pyramid  Recruiting yield pyramid – The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted. Figure 5–6 © 2005 Prentice Hall Inc. All rights reserved. 5–16  Internal Sources of Candidates: Hiring from Within  Advantages  Disadvantages – Foreknowledge of – Failed applicants candidates’ strengths become discontented and weaknesses – Time wasted – More accurate view of interviewing inside candidate’s skills candidates who will not – Candidates have a be considered stronger commitment – Inbreeding of the to the company status quo – Increases employee morale – Less training and orientation required © 2005 Prentice Hall Inc. All rights reserved. 5–17  Finding Internal Candidates  Job posting – Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes.  Rehiring former employees – Advantages: They are known quantities. They know the firm and its culture. – Disadvantages: They may have less-than positive attitudes. Rehiring may sent the wrong message to current employees about how to get ahead. © 2005 Prentice Hall Inc. All rights reserved. 5–18  Finding Internal Candidates (cont’d)  Succession planning – The process of ensuring a suitable supply of successors for current and future senior or key jobs.  Succession planning steps: – Identifying and analyzing key jobs. – Creating and assessing candidates. – Selecting those who will fill the key positions. © 2005 Prentice Hall Inc. All rights reserved. 5–19  Recruiting Job candidates  Advertising as a source of candidates  Employment Agencies as a source of candidates  Executive Recruiters as a source of candidates  College recruiters as a source of candidates  Referrals and Walk-Ins as a source of candidates © 2005 Prentice Hall Inc. All rights reserved. 5–20  Outside Sources of Candidates  Advertising – The Media: 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 Internet job sites Marketing programs  Constructing an effective ad – Wording related to job interest factors should evoke the applicant’s attention, interest, desire, and action (AIDA) and create a positive impression of the firm. © 2005 Prentice Hall Inc. All rights reserved. 5–21  Help Wanted Ad Source: The Miami Herald, March 24, 2004, p. SF. Figure 5–7 © 2005 Prentice Hall Inc. All rights reserved. 5–22  Outside Sources of Candidates (cont’d)  Types of employment agencies: – Public agencies operated by federal, state, or local governments – Agencies associated with nonprofit organizations – Privately owned agencies © 2005 Prentice Hall Inc. All rights reserved. 5–23  Outside Sources of Candidates (cont’d)  Reasons for using a private employment agency: – When a firm doesn’t have an HR department and is not geared to doing recruiting and screening. – The firm has found it difficult in the past to generate a pool of qualified applicants. – The firm must fill a particular opening quickly. – There is a perceived need to attract a greater number of minority or female applicants. – The firm wants to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies. – The firm wants to cut down on the time it’s devoting to recruiting. © 2005 Prentice Hall Inc. All rights reserved. 5–24  Outside Sources of Candidates (cont’d)  Executive recruiters (headhunters) – Special employment agencies retained by employers to seek out top-management talent for their clients. Contingent-based recruiters collect a fee for their services when a successful hire is completed. Retained executive searchers are paid regardless of the outcome of the recruitment process. – Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted. © 2005 Prentice Hall Inc. All rights reserved. 5–25  Outside Sources of Candidates (cont’d)  College recruiting – Recruiting goals To determine if the candidate is worthy of further consideration To attract good candidates – On-site visits Invitation letters Assigned hosts Information package Planned interviews Timely employment offer Follow-up – Internships © 2005 Prentice Hall Inc. All rights reserved. 5–26  Outside Sources of Candidates (cont’d)  Employee referrals – Applicants who are referred to the organization by current employees Referring employees become stakeholders. Referral is a cost-effective recruitment program. Referral can speed up diversifying the workforce  Walk-ins – Direct applicants who seek employment with or without encouragement from other sources. – Courteous treatment of any applicant is a good business practice. © 2005 Prentice Hall Inc. All rights reserved. 5–27  Outside Sources of Candidates (cont’d)  Recruiting via the Internet – More firms and applicants are utilizing the Internet in the job search process.  Advantages of Internet recruiting – 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 © 2005 Prentice Hall Inc. All rights reserved. 5–28  Selected Recruitment Web Sites Source: HR Magazine, November 2003. Figure 5–9 © 2005 Prentice Hall Inc. All rights reserved. 5–29  Developing and Using Application Forms  Application form – The form that provides information on education, prior work record, and skills.  Uses of information from applications – Judgments about the applicant’s educational and experience qualifications – Conclusions about the applicant’s previous progress and growth – Indications of the applicant’s employment stability – Predictions about which candidate is likely to succeed on the job © 2005 Prentice Hall Inc. All rights reserved. 5–30