Dessler ch 05-personnel planning and recruiting

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Dessler ch 05-personnel planning and recruiting

  1. 1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman 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
  2. 2. © 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 inExplain the main techniques used in employment planning andemployment planning and forecasting.forecasting. 2.2. List and discuss the main outsideList 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 internalName 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 diverseExplain how to recruit a more diverse workforce.workforce.
  3. 3. © 2008 Prentice Hall, Inc. All rights reserved. 5–3 Job analysis defines the duties andJob analysis defines the duties and human requirements of the company`shuman requirements of the company`s jobs.jobs. The next step is to select and recruitThe next step is to select and recruit the employees.the employees. Employee selection and recruitmentEmployee selection and recruitment process requires a series of hurdlesprocess requires a series of hurdles
  4. 4. © 2008 Prentice Hall, Inc. All rights reserved. 5–4 The Recruitment and SelectionThe 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.
  5. 5. © 2008 Prentice Hall, Inc. All rights reserved. 5–5 - Have candidates complete- Have candidates complete application formsapplication forms and undergo initialand undergo initial screening interviews.screening interviews. - Use- Use selection toolsselection tools to identify viableto identify viable candidates.candidates. - Decide who to make an offer to, by- Decide who to make an offer to, by having the supervisor and othershaving the supervisor and others interviewinterview the candidatesthe candidates
  6. 6. © 2008 Prentice Hall, Inc. All rights reserved. 5–6 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.
  7. 7. © 2008 Prentice Hall, Inc. All rights reserved. 5–7 FIGURE 5–2 Linking Employer’s Strategy to Plans
  8. 8. © 2008 Prentice Hall, Inc. All rights reserved. 5–8 Planning and ForecastingPlanning and Forecasting • Employment or Personnel PlanningEmployment or Personnel Planning The process of deciding whatThe 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 Planning The process of deciding how to fillThe process of deciding how to fill the company’s most importantthe company’s most important executive jobs.executive jobs.
  9. 9. © 2008 Prentice Hall, Inc. All rights reserved. 5–9 • 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
  10. 10. © 2008 Prentice Hall, Inc. All rights reserved. 5–10 Forecasting Personnel NeedsForecasting Personnel Needs Trend Analysis Scatter Plotting Forecasting Tools Ratio Analysis
  11. 11. © 2008 Prentice Hall, Inc. All rights reserved. 5–11 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
  12. 12. © 2008 Prentice Hall, Inc. All rights reserved. 5–12 Drawbacks to TraditionalDrawbacks to Traditional Forecasting TechniquesForecasting Techniques • They focus on projections andThey focus on projections and historical relationships.historical relationships. • They do not consider the impact ofThey do not consider the impact of strategic initiatives on future staffingstrategic initiatives on future staffing levels.levels.
  13. 13. © 2008 Prentice Hall, Inc. All rights reserved. 5–13 • They support compensation plansThey support compensation plans that reward managers forthat reward managers for managing ever-larger staffs.managing ever-larger staffs. • They “bake in” the idea that staffThey “bake in” the idea that staff increases are inevitable.increases are inevitable. • They validate and institutionalizeThey validate and institutionalize present planning processes andpresent planning processes and the usual ways of doing things.the usual ways of doing things.
  14. 14. © 2008 Prentice Hall, Inc. All rights reserved. 5–14 Using Computers to ForecastUsing Computers to Forecast Personnel RequirementsPersonnel Requirements • Computerized ForecastsComputerized Forecasts Software that estimates futureSoftware that estimates future staffing needs by:staffing needs by: Projecting sales, volume ofProjecting sales, volume of production, and personnelproduction, and personnel required to maintain differentrequired to maintain different volumes of output.volumes of output.
  15. 15. © 2008 Prentice Hall, Inc. All rights reserved. 5–15 Forecasting staffing levels forForecasting staffing levels for direct labor, indirect staff, anddirect labor, indirect staff, and exempt staff.exempt staff. Creating metrics for direct laborCreating metrics for direct labor hours and three sales projectionhours and three sales projection scenarios—minimum, maximum,scenarios—minimum, maximum, and probable.and probable.
  16. 16. © 2008 Prentice Hall, Inc. All rights reserved. 5–16 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
  17. 17. © 2008 Prentice Hall, Inc. All rights reserved. 5–17 Forecasting the Supply ofForecasting the Supply of Inside CandidatesInside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Information Systems
  18. 18. © 2008 Prentice Hall, Inc. All rights reserved. 5–18 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
  19. 19. © 2008 Prentice Hall, Inc. All rights reserved. 5–19 Forecasting Outside CandidateForecasting Outside Candidate SupplySupply • Factors In Supply of OutsideFactors In Supply of Outside CandidatesCandidates General economic conditionsGeneral economic conditions Expected unemployment rateExpected unemployment rate
  20. 20. © 2008 Prentice Hall, Inc. All rights reserved. 5–20 • Sources of InformationSources of Information Periodic forecasts in businessPeriodic forecasts in business publicationspublications Online economic projectionsOnline economic projections
  21. 21. © 2008 Prentice Hall, Inc. All rights reserved. 5–21 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
  22. 22. © 2008 Prentice Hall, Inc. All rights reserved. 5–22 • Other Factors Affecting RecruitingOther Factors Affecting Recruiting Consistency of recruitment withConsistency of recruitment with strategic goalsstrategic goals Types of jobs recruited andTypes of jobs recruited and recruiting methodsrecruiting methods Nonrecruitment HR issues andNonrecruitment HR issues and policiespolicies Successful prescreening ofSuccessful prescreening of applicantsapplicants Public image of the firmPublic image of the firm Employment lawsEmployment laws
  23. 23. © 2008 Prentice Hall, Inc. All rights reserved. 5–23 • Advantages of CentralizingAdvantages of Centralizing RecruitmentRecruitment Strengthens employment brandStrengthens employment brand Facilitates applying strategicFacilitates applying strategic prioritiespriorities Reduces duplication of HR activitiesReduces duplication of HR activities Reduces cost of new HRReduces cost of new HR technologiestechnologies Builds teams of HR expertsBuilds teams of HR experts Provides better measurement of HRProvides better measurement of HR performance
  24. 24. © 2008 Prentice Hall, Inc. All rights reserved. 5–24 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?
  25. 25. © 2008 Prentice Hall, Inc. All rights reserved. 5–25 • 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.)
  26. 26. © 2008 Prentice Hall, Inc. All rights reserved. 5–26 Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness
  27. 27. © 2008 Prentice Hall, Inc. All rights reserved. 5–27 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
  28. 28. © 2008 Prentice Hall, Inc. All rights reserved. 5–28 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
  29. 29. © 2008 Prentice Hall, Inc. All rights reserved. 5–29 Finding Internal CandidatesFinding Internal Candidates Hiring from Within Job Posting Succession Planning Rehiring Former Employees
  30. 30. © 2008 Prentice Hall, Inc. All rights reserved. 5–30 Outside Sources of CandidatesOutside Sources of Candidates 1 2 3 4 5 Advertising Recruiting via the Internet Employment Agencies Temp Agencies and Alternative Staffing Outsourcing 6 7 8 9 On Demand Recruiting Services Executive Recruiters College Recruiting By-reference recr. Locating Outside Candidates
  31. 31. © 2008 Prentice Hall, Inc. All rights reserved. 5–31 Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d) • Recruiting via the InternetRecruiting via the Internet AdvantagesAdvantages Cost-effective way to publicize jobCost-effective way to publicize job openingsopenings More applicants attracted over a longerMore applicants attracted over a longer periodperiod 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 andAutomation of applicant tracking and evaluationevaluation
  32. 32. © 2008 Prentice Hall, Inc. All rights reserved. 5–32 – DisadvantagesDisadvantages • Exclusion of older and minorityExclusion of older and minority workersworkers • Excessive number of unqualifiedExcessive number of unqualified applicantsapplicants • Personal information privacyPersonal information privacy concerns of applicantsconcerns of applicants
  33. 33. © 2008 Prentice Hall, Inc. All rights reserved. 5–33 FIGURE 5–9 Ineffective and Effective Web Ads Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.
  34. 34. © 2008 Prentice Hall, Inc. All rights reserved. 5–34 Advertising for Outside CandidatesAdvertising for Outside Candidates • The Media ChoiceThe Media Choice Selection of the best mediumSelection of the best medium depends on the positions for whichdepends on the positions for which the firm is recruiting.the firm is recruiting. Newspapers: local and specificNewspapers: local and specific labor marketslabor markets
  35. 35. © 2008 Prentice Hall, Inc. All rights reserved. 5–35 Trade and professional journals:Trade and professional journals: specialized employeesspecialized employees Internet job sites: global laborInternet job sites: global labor marketsmarkets • Effective AdsEffective Ads Create attention, interest, desire,Create attention, interest, desire, and action (AIDA).and action (AIDA). Create a positive impression of theCreate a positive impression of the firm.firm.
  36. 36. © 2008 Prentice Hall, Inc. All rights reserved. 5–36 FIGURE 5–10 Help Wanted Ad That Draws Attention Source: The New York Times, May 13, 2007, Business p. 18.
  37. 37. © 2008 Prentice Hall, Inc. All rights reserved. 5–37 Employment AgenciesEmployment Agencies Public Agencies Private Agencies Types of Employment Agencies Nonprofit Agencies
  38. 38. © 2008 Prentice Hall, Inc. All rights reserved. 5–38 Outside Sources of CandidatesOutside Sources of Candidates (cont’d)(cont’d) • Why Use a Private EmploymentWhy Use a Private Employment AgencyAgency No HR department: firm lacksNo HR department: firm lacks recruiting and screeningrecruiting and screening capabilities.capabilities. To attract a pool of qualifiedTo attract a pool of qualified applicants.applicants.
  39. 39. © 2008 Prentice Hall, Inc. All rights reserved. 5–39 To fill a particular opening quickly.To fill a particular opening quickly. To attract more minority or femaleTo attract more minority or female applicants.applicants. To reach currently employedTo reach currently employed individuals who are moreindividuals who are more comfortable dealing with agencies.comfortable dealing with agencies. To reduce internal time devoted toTo reduce internal time devoted to recruiting.recruiting.
  40. 40. © 2008 Prentice Hall, Inc. All rights reserved. 5–40 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 jobProvide the agency with accurate and complete job descriptions.descriptions.  Make sure tests, application blanks, and interviewsMake 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 firmReview candidates accepted or rejected by your firm or the agency for effectiveness and fairness ofor 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 bySupplement the agency’s reference checking by checking the final candidate’s references yourself.checking the final candidate’s references yourself.
  41. 41. © 2008 Prentice Hall, Inc. All rights reserved. 5–41 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 payrollNo recruitment, screening, and payroll administration costsadministration costs • Costs of TempsCosts of Temps  Increased labor costs due to fees paid to tempIncreased labor costs due to fees paid to temp agenciesagencies  Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm
  42. 42. © 2008 Prentice Hall, Inc. All rights reserved. 5–42 Concerns of Temp EmployeesConcerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatmentDehumanizing, impersonal, and discouraging treatment by employers.by employers. • Insecurity about employment and pessimism about theInsecurity 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 whetherBeing misled about job assignments and whether temporary assignments are likely to become full-timetemporary 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.
  43. 43. © 2008 Prentice Hall, Inc. All rights reserved. 5–43 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.
  44. 44. © 2008 Prentice Hall, Inc. All rights reserved. 5–44 Working with a Temp AgencyWorking with a Temp Agency • Invoicing.Invoicing. Make sure the agency’s invoice fits your company’sMake sure the agency’s invoice fits your company’s needs.needs. • Time sheets.Time sheets. The time sheet is a verification of hours worked andThe 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 tempWhat 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 theHow 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 theGet 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 understandsEnsure 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.
  45. 45. © 2008 Prentice Hall, Inc. All rights reserved. 5–45 Offshoring/Outsourcing White-CollarOffshoring/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 Main Issues
  46. 46. © 2008 Prentice Hall, Inc. All rights reserved. 5–46 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 Recruiter 1.1. Make sure the firm is capable of conducting aMake 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 referenceNever rely solely on the recruiter to do reference checking.checking.
  47. 47. © 2008 Prentice Hall, Inc. All rights reserved. 5–47 Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d) • College RecruitingCollege Recruiting  On-campus recruitingOn-campus recruiting goalsgoals  To determine if theTo determine if the candidate is worthy ofcandidate is worthy of further considerationfurther consideration  To attract goodTo attract good candidatescandidates  On-site visitsOn-site visits  Invitation lettersInvitation letters  Assigned hostsAssigned hosts  Information packagesInformation packages  Planned interviewsPlanned interviews  Timely employmentTimely employment offeroffer  Follow-upFollow-up  InternshipsInternships
  48. 48. © 2008 Prentice Hall, Inc. All rights reserved. 5–48 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 directSeek employment through a personal direct approach to the employer.approach to the employer.  Courteous treatment of any applicant is a goodCourteous treatment of any applicant is a good business practice.business practice.
  49. 49. © 2008 Prentice Hall, Inc. All rights reserved. 5–49 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.
  50. 50. © 2008 Prentice Hall, Inc. All rights reserved. 5–50 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
  51. 51. © 2008 Prentice Hall, Inc. All rights reserved. 5–51 Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce Single Parents Older Workers Welfare-to-Work Minorities and Women The Disabled
  52. 52. © 2008 Prentice Hall, Inc. All rights reserved. 5–52 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
  53. 53. © 2008 Prentice Hall, Inc. All rights reserved. 5–53 FIGURE 5–13 Employment Application
  54. 54. © 2008 Prentice Hall, Inc. All rights reserved. 5–54 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
  55. 55. © 2008 Prentice Hall, Inc. All rights reserved. 5–55 K E Y T E R M S employment or personnelemployment or personnel planningplanning trend analysistrend analysis ratio analysisratio analysis scatter plotscatter plot computerized forecastcomputerized forecast qualifications inventoriesqualifications inventories personnel replacement chartspersonnel replacement charts position replacement cardposition replacement card recruiting yield pyramidrecruiting yield pyramid job postingjob posting succession planningsuccession planning alternative staffingalternative staffing on demand recruiting serviceson demand recruiting services (ODRS)(ODRS) application formapplication form

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