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Dessler ch5

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  • 1. Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 2 | Recruitment and Placement Chapter 5 Personnel Planning and Recruiting© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie CookAll rights reserved. The University of West Alabama
  • 2. 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.© 2008 Prentice Hall, Inc. All rights reserved. 5–2
  • 3. The Recruitment and Selection Process 1. Decide what positions to fill through personnel planning and forecasting. 2. Build a candidate pool by recruiting internal or external candidates. 3. Have candidates complete application forms and undergo initial screening interviews. 4. Use selection tools to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and others interview the candidates.© 2008 Prentice Hall, Inc. All rights reserved. 5–3
  • 4. 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.© 2008 Prentice Hall, Inc. All rights reserved. 5–4
  • 5. FIGURE 5–2 Linking Employer’s Strategy to Plans© 2008 Prentice Hall, Inc. All rights reserved. 5–5
  • 6. 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© 2008 Prentice Hall, Inc. All rights reserved. 5–6
  • 7. Forecasting Personnel Needs Forecasting Tools Trend Analysis Ratio Analysis Scatter Plotting© 2008 Prentice Hall, Inc. All rights reserved. 5–7
  • 8. FIGURE 5–3Determining theRelationshipBetween HospitalSize and Numberof NursesNote: After fitting theline, you can projecthow many employeesyou’ll need, given yourprojected volume. Size of Hospital Number of (Number Registered of Beds) Nurses 200 240 300 260 400 470 500 500 600 620 700 660 800 820 900 860© 2008 Prentice Hall, Inc. All rights reserved. 5–8
  • 9. Drawbacks to Traditional ForecastingTechniques • They focus on projections and historical relationships. • They do not consider the impact of strategic initiatives on future staffing levels. • They support compensation plans that reward managers for managing ever-larger staffs. • They “bake in” the idea that staff increases are inevitable. • They validate and institutionalize present planning processes and the usual ways of doing things.© 2008 Prentice Hall, Inc. All rights reserved. 5–9
  • 10. Using Computers to Forecast PersonnelRequirements • Computerized Forecasts  Software that estimates future staffing needs by:  Projecting sales, volume of production, and personnel required to maintain different volumes of output.  Forecasting staffing levels for direct labor, indirect staff, and exempt staff.  Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.© 2008 Prentice Hall, Inc. All rights reserved. 5–10
  • 11. FIGURE 5–4ManagementReplacementChart ShowingDevelopmentNeeds ofPotential FutureDivisional VicePresidents© 2008 Prentice Hall, Inc. All rights reserved. 5–11
  • 12. Forecasting the Supply of Inside Candidates Qualification Inventories Manual Computerized Systems and Information Replacement Systems Charts© 2008 Prentice Hall, Inc. All rights reserved. 5–12
  • 13. The Matter of Privacy • Ensuring the Security of HR Information  Control of HR information through access matrices  Access to records and employee privacy • Legal Considerations  The Privacy Act of 1974  Americans with Disabilities Act© 2008 Prentice Hall, Inc. All rights reserved. 5–13
  • 14. FIGURE 5–5 Keeping Data SafeSince intruders can strike from outside an organization or from within, HRdepartments can help screen out potential identity thieves by following fourbasic rules: 1. Perform background checks on anyone who is going to have access to personal information. 2. If someone with access to personal information is out sick or on leave, don’t hire a temporary employee to replace him or her. Instead, bring in a trusted worker from another department. 3. Perform random background checks such as random drug tests. Just because someone passed five years ago doesn’t mean their current situation is the same. 4. Limit access to information such as SSNs, health information, and other sensitive data to HR managers who require it to do their jobs.© 2008 Prentice Hall, Inc. All rights reserved. 5–14
  • 15. Forecasting Outside Candidate Supply • Factors In Supply of Outside Candidates  General economic conditions  Expected unemployment rate • Sources of Information  Periodic forecasts in business publications  Online economic projections  India. Congressional Budget Office (CBO)  iNdian Department of Labor’s O*NET™  Bureau of Labor Statistics (BLS)  Other agencies and private sources© 2008 Prentice Hall, Inc. All rights reserved. 5–15
  • 16. Effective Recruiting • External Factors Affecting Recruiting  Supply of workers  Outsourcing of white-collar jobs  Fewer “qualified” candidates • Other Factors Affecting Recruiting  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© 2008 Prentice Hall, Inc. All rights reserved. 5–16
  • 17. Effective Recruiting (cont’d) • Advantages of Centralizing Recruitment  Strengthens employment brand  Facilitates applying strategic priorities  Reduces duplication of HR activities  Reduces cost of new HR technologies  Builds teams of HR experts  Provides better measurement of HR performance  Allows for sharing of applicant pools© 2008 Prentice Hall, Inc. All rights reserved. 5–17
  • 18. FIGURE 5–6 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.)© 2008 Prentice Hall, Inc. All rights reserved. 5–18
  • 19. Measuring Recruiting Effectiveness Evaluating Recruiting Effectiveness What to How to Measure Measure© 2008 Prentice Hall, Inc. All rights reserved. 5–19
  • 20. TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants Validity for Predicting Job Selection Device Performance* Construct General mental ability tests 0.51 Conscientiousness tests 0.31 Integrity tests 0.41 Method Work sample tests 0.54 Job knowledge tests 0.48 Structured interviews 0.51 Biographical data 0.35 Grade point average 0.23 Ratings of training and experience 0.11 Note: *Higher is better.Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessingthe Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.© 2008 Prentice Hall, Inc. All rights reserved. 5–20
  • 21. FIGURE 5–7 Recruiting Yield Pyramid© 2008 Prentice Hall, Inc. All rights reserved. 5–21
  • 22. Internal Candidates: Hiring from Within Advantages Disadvantages • Foreknowledge of • Failed applicants become candidates’ strengths and discontented weaknesses • Time wasted interviewing • More accurate view of inside candidates who will candidate’s skills not be considered • Candidates have a • Inbreeding strengthens stronger commitment to tendency to maintain the the company status quo • Increases employee morale • Less training and orientation required© 2008 Prentice Hall, Inc. All rights reserved. 5–22
  • 23. Finding Internal Candidates Rehiring Former Job Posting Employees Hiring from Within Succession Planning (HRIS)© 2008 Prentice Hall, Inc. All rights reserved. 5–23
  • 24. Outside Sources of Candidates Locating Outside Candidates 1 Recruiting via the Internet 6 Executive Recruiters On Demand Recruiting 2 Advertising 7 Services (ODRS) 3 Employment Agencies 8 College Recruiting Temp Agencies and Alternative 4 9 Referrals and Walk-ins Staffing 5 Offshoring/Outsourcing© 2008 Prentice Hall, Inc. All rights reserved. 5–24
  • 25. Outside Sources of Candidates (cont’d) • 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  Excessive number of unqualified applicants  Personal information privacy concerns of applicants© 2008 Prentice Hall, Inc. All rights reserved. 5–25
  • 26. FIGURE 5–8Top JobBoardsRankedAccordingto AverageNumber ofJobListingsSource: WorkforceManagement, May 22,2006, p. 12.© 2008 Prentice Hall, Inc. All rights reserved. 5–26
  • 27. FIGURE 5–9 Ineffective and Effective Web AdsSource: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.© 2008 Prentice Hall, Inc. All rights reserved. 5–27
  • 28. Advertising for Outside Candidates • The Media Choice  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: specialized employees  Internet job sites: global labor markets • Effective Ads  Create attention, interest, desire, and action (AIDA).  Create a positive impression of the firm.© 2008 Prentice Hall, Inc. All rights reserved. 5–28
  • 29. FIGURE 5–10 Help Wanted Ad That Draws AttentionSource: The New York Times, May 13, 2007, Business p.18.© 2008 Prentice Hall, Inc. All rights reserved. 5–29
  • 30. Employment Agencies Types of Employment Agencies Public Nonprofit Private Agencies Agencies Agencies© 2008 Prentice Hall, Inc. All rights reserved. 5–30
  • 31. Outside Sources of Candidates (cont’d) • Why Use a Private Employment Agency  No HR department: firm lacks recruiting and screening capabilities.  To attract a pool of qualified applicants.  To fill a particular opening quickly.  To attract more minority or female applicants.  To reach currently employed individuals who are more comfortable dealing with agencies.  To reduce internal time devoted to recruiting.© 2008 Prentice Hall, Inc. All rights reserved. 5–31
  • 32. Outside Sources of Candidates (cont’d) • Avoiding Problems with Employment Agencies  Provide the agency with accurate and complete job descriptions.  Make sure tests, application blanks, and interviews are part of the agency’s selection process.  Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.  Screen agency for effectiveness in filling positions.  Supplement the agency’s reference checking by checking the final candidate’s references yourself.© 2008 Prentice Hall, Inc. All rights reserved. 5–32
  • 33. Temp Agencies and Alternative Staffing • Benefits of Temps  Increased productivity—paid only when working  Allows “trial run” for prospective employees  No recruitment, screening, and payroll administration costs • Costs of Temps  Increased labor costs due to fees paid to temp agencies  Temp employees’ lack of commitment to the firm© 2008 Prentice Hall, Inc. All rights reserved. 5–33
  • 34. Concerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatment by employers. • Insecurity about employment and pessimism about the future. • Worry about the lack of insurance and pension benefits. • Being misled about job assignments and whether temporary assignments are likely to become full-time positions. • Being “underemployed” while trying return to the full- time labor market. • Anger toward the corporate world and its values; expressed as alienation and disenchantment.© 2008 Prentice Hall, Inc. All rights reserved. 5–34
  • 35. FIGURE 5–11 Guidelines for Using Temporary Employees 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.Source: Adapted from Bohner and Selasco, “Beware the LegalRisks of Hiring Temps,” Workforce, October 2000, p. 53.© 2008 Prentice Hall, Inc. All rights reserved. 5–35
  • 36. Working with a Temp Agency • Invoicing. Make sure the agency’s invoice fits your company’s needs. • Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s fees. • Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee? • Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay? • Dress code. Specify the attire at each of your offices or plants. • Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders. • Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it.© 2008 Prentice Hall, Inc. All rights reserved. 5–36
  • 37. Offshoring/Outsourcing White-Collar and Other Jobs Political and Military Instability Resentment and Cultural anxiety of U.S. Misunderstandings employees/unions Main Costs of foreign Issues Customers’ security and workers privacy concerns Foreign contracts, Special training of liability, and legal foreign employees concerns© 2008 Prentice Hall, Inc. All rights reserved. 5–37
  • 38. Outside Sources of Candidates (cont’d) • 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. Never rely solely on the recruiter to do reference checking.© 2008 Prentice Hall, Inc. All rights reserved. 5–38
  • 39. Outside Sources of Candidates (cont’d) • College Recruiting  On-campus recruiting  On-site visits goals  Invitation letters  To determine if the  Assigned hosts candidate is worthy of further consideration  Information packages  To attract good  Planned interviews candidates  Timely employment offer  Follow-up  Internships© 2008 Prentice Hall, Inc. All rights reserved. 5–39
  • 40. Outside Sources of Candidates (cont’d) • 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 to the employer.  Courteous treatment of any applicant is a good business practice.© 2008 Prentice Hall, Inc. All rights reserved. 5–40
  • 41. FIGURE 5–12 Best Recruiting Sources Percentage of employers reporting best-performingNote: Survey of 2,294 organizations. sources for hiring without regard to cost, 2004.Source: Workforce Management, December 2004, p. 98.© 2008 Prentice Hall, Inc. All rights reserved. 5–41
  • 42. Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting Requisition Management System Integrated Recruiting Solution Integrated Employee Recruitment System Screening Services Hiring Management© 2008 Prentice Hall, Inc. All rights reserved. 5–42
  • 43. Recruiting A More Diverse Workforce Single Parents The Disabled Older Workers Minorities and Welfare-to-Work Women© 2008 Prentice Hall, Inc. All rights reserved. 5–43
  • 44. Developing and Using Application Forms Uses of Application Information Applicant’s Applicant’s Applicant’s Applicant’s education and progress and employment likelihood of experience growth stability success© 2008 Prentice Hall, Inc. All rights reserved. 5–44
  • 45. FIGURE 5–13EmploymentApplication© 2008 Prentice Hall, Inc. All rights reserved. 5–45
  • 46. Application Forms and the Law Education Achievements Housing Arrest Arrangements Record Areas of Personal Information Notification in Marital Case of Status Emergency Physical Memberships in Handicaps Organizations© 2008 Prentice Hall, Inc. All rights reserved. 5–46
  • 47. KEY TERMS employment or personnel position replacement card planning recruiting yield pyramid trend analysis job posting ratio analysis succession planning scatter plot alternative staffing computerized forecast on demand recruiting services qualifications inventories (ODRS) personnel replacement charts application form© 2008 Prentice Hall, Inc. All rights reserved. 5–47