Session 4 HRP & Recruitment.pptx

Human Resource Management
Sixteenth Edition
Chapter 5
Personnel Planning and
Recruiting
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
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Learning Objectives (1 of 2)
5.1 Define workforce planning, and explain how to develop a
workforce plan.
5.2 Explain the need for effective recruiting and how to make
recruiting more effective.
5.3 Discuss the main internal sources of candidates.

Learning Objectives (2 of 2)
5.4 Describe how to use recruiting to improve employee
engagement.
5.5 Discuss the main outside sources of candidates, and
create an employment ad.
5.6 Explain how to recruit a more diverse workforce.
5.7 Discuss practical guidelines for obtaining application
information.

Learning Objective 5.1: Define Workforce
Planning, and Explain How to Develop a
Workforce Plan

Introduction
The recruitment and selection process is a series of hurdles aimed at
selecting the best candidate for the job.

Workforce Planning and Forecasting
• Also known as employment or personnel planning.
• The process of deciding what positions the firm will have
to fill, and how to fill them.
• Its aim is to identify and address the gaps between the
employer’s workforce today, and its projected workforce
needs.
• Workforce planning should precede recruitment and
selection.

Workforce Planning by Towers Watson
Maps
Source: © Towers Watson 2012. Used with permission.

Strategy and Workforce Planning
• Workforce planning should be an integral part of the firm’s
strategic planning process.

Improving Performance: The Strategic
Context
Four Seasons
Let’s talk about it…

Forecasting Personnel Needs (Labor
Demands)
1. Trend Analysis : study of a firm’s past employment needs
over a period of years to predict future needs
2. Ratio Analysis : sing ratios between, for example, sales
volume and number of employees needed
3. Scatter Plot : graphical method used to help identify the
relationship between two variables
4. Managerial Judgment : Few historical trends, ratios, or
relationships will continue unchanged into the future so
managerial judgment is needed to adjust the forecast.

Forecasting the Supply of Inside
Candidates
Personnel Replacement Charts
Figure 5-3 Personnel or Management Replacement Chart Showing
Development Needs of Potential Future Divisional Vice Presidents

Forecasting the Supply of Outside
Candidates
• Managers’ sense of what’s happening
• Supplement with formal labor market analysis

Predictive Workforce Monitoring
• Annual plans may not be sufficient.
– Plan continuously
• Matching projected labor supply and demand with a plan.

Succession Planning
• Systematically identifying, assessing, and developing
organizational leadership to enhance performance.
• Three steps:
– Identify key position needs
– Develop inside candidates
– Assess and choose those who will fill the key positions

Learning Objective 5.2: Explain the Need
for Effective Recruiting and How to Make
Recruiting More Effective

Why Effective Recruiting Is Important
• Improving recruitment effectiveness:
– Recruiters
– Sources
– Branding

The Recruiting Yield Pyramid
Figure 5-5 Recruiting Yield Pyramid

Know Your Employment Law:
Recruiting Employees
In practice, “the key question in all recruitment procedures is
whether the method limits qualified applicants from applying.”

Learning Objective 5.3: Discuss the
Main Internal Sources of Candidates

Internal Sources of Candidates
• Finding Internal Candidates
• Current employees
• “hiring from within”
• Job posting
• Qualifications skills inventories

Learning Objective 5.4: Describe How to
Use to Recruiting to Improve Employee
Engagement

Employee Engagement Guide for
Managers
Promotion from Within
Fed Ex

Learning Objective 5.5: Discuss the Main
Outside Sources of Candidates, and Create
an Employment Ad

Outside Sources of Candidates
• Employers can’t always get all the employees they need
from their current staff, and sometimes they just don’t
want to.

Informal Recruiting and the Hidden Job
Market
• Job openings aren’t publicized.
• Jobs are created and become available when employers
come across the right candidates.

Recruiting via the Internet
• Ads on company Website
• Job boards
• Virtual job fairs
• Pros and cons

Using Recruitment Software and
Artificial Intelligence
• Applicant Tracking System (ATS)
– Online systems
– From application service providers (ASPs)
• Artificial intelligence systems
– Automating the resume analysis
– Beware of bias

Trends Shaping HR: Science in Talent
Management
Google’s People Operations (HR)
Let’s take a look …

Improving Online Ads
Ineffective Ad, Recycled from Magazine
to the Web
Effective Web Ad (Space Not an Issue)
Process Engineer Pay: $65k–$85k/year
Immediate Need in Florida for a
Wastewater Treatment Process Engineer.
Must have a min. 4–7 years Industrial
Wastewater exp. Reply
KimGD@WatersCleanX.com
Do you want to help us make this a better
world?
We are one of the top wastewater
treatment companies in the world, with
installations from Miami to London to
Beijing. We are growing fast and looking for
an experienced process engineer to join
our team. If you have at least 4–7 years’
experience designing processes for
wastewater treatment facilities and a
dedication to make this a better world, we
would like to hear from you. Pay range
depending on experience is $65,000–
$85,000. Please reply in confidence to
KimGD@WatersCleanX.com

Trends Shaping HR: Digital and Social
Media
LinkedIn and Beyond
Let’s take a look …

Advertising
• The media
• Constructing (writing)
the ad
Figure 5-7 Help Wanted Ad That Draws
Attention
Source: “Help Wanted Ad That Draws Attention”, in
Giombetti Associates, Hampden, MA. Reprinted with
permission

Employment Agencies
• Public agencies
• Nonprofit agencies
• Private agencies

Outside Sources: RPOs and ODRS
• Recruiting Process Outsourcers (RPOs)
• On-Demand Recruiting Services (ODRS)

HR and the Gig Economy: Temporary
Workers and Alternative Staffing
• Alternative staffing
• Reason for using
• The Temp Agency
• Temp Employees’ Concerns

Know Your Employment Law
• Contract Employees
– Employer’s liability
– Don’t treat temporary workers as “employees”

Poaching
• Can produce good recruits, but can be problematic
– Uber’s agreement to pay Google $245 million

Offshoring and Outsourcing Jobs
• Outsourcing
– Outside vendors supply services
• Offshoring
– Outside vendors or employees abroad supply services
– Not just blue-collar jobs

Executive Recruiters
• Working with Recruiters
– Use caution
• Internal Recruiting

Improving Performance: HR Tools for
Line Managers and Small Businesses
Recruiting 101

Recruiting
• Referrals and Walk-ins
– Employee referral campaigns
– Walk-ins: direct applications
• On-Demand Recruiting Services
• College Recruiting
• Internships
• Military Personnel

Improving Performance: HR as a Profit
Center
Cutting Recruitment Costs

Learning Objective 5.6: Explain How
to Recruit a More Diverse Workforce

Recruiting a More Diverse Workforce
• Women
• Single Parents
• Older Workers
• Minorities
• The Disabled

Learning Objective 5.7: Discuss Practical
Guidelines for Obtaining Application
Information

Developing and Using Application
Forms (1 of 2)
• Purpose of Application Forms
– First step in prescreening progress
– Quickly collect candidate data
• Application Guidelines
– Detailed employment history

Know Your Employment Law
• Application Forms and EEO Law
– Education
– Arrest record
– Notify in case of emergency
– Membership in organizations
– Physical handicaps
– Marital status
– Housing
– Video resumes

Developing and Using Application
Forms (2 of 2)
• Using Application Forms to Predict Job Performance
– Biodata
• Mandatory Arbitration

Chapter 5 Review
What you should now know….

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Session 4 HRP & Recruitment.pptx

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