Personnel Planning & Recruiting Process Define Human Resource Planning. List the steps in the recruitment and selection process. List and discuss the main outside sources of candidates. Effectively recruit job candidates. Name and describe the main internal sources of candidates. Develop a help wanted ad. Explain how to recruit a more diverse workforce.

1. Human Resource ManagementHuman Resource Management
Personnel Planning
&
Recruiting
1.1.Define Human Resource Planning.Define Human Resource Planning.
2.2.List the steps in the recruitment and selection process.List the steps in the recruitment and selection process.
3.3.List and discuss the main outside sources of candidates.List and discuss the main outside sources of candidates.
4.4.Effectively recruit job candidates.Effectively recruit job candidates.
5.5.Name and describe the main internal sources of candidates.Name and describe the main internal sources of candidates.
6.6.Develop a help wanted ad.Develop a help wanted ad.
7.7.Explain how to recruit a more diverse workforce.Explain how to recruit a more diverse workforce.
5–1

2. PlanningPlanning
• PlansPlans are methods for achieving a desiredare methods for achieving a desired
result.result.
 PlanningPlanning is the process of establishingis the process of establishing objectivesobjectives andand
courses of actioncourses of action prior to taking action.prior to taking action.
PlanningPlanning is concerned with theis concerned with the endend (what is to be(what is to be
done?) &done?) & meansmeans (how it is to be done?)(how it is to be done?)
• Advantages of PlanningAdvantages of Planning
 sense ofsense of purpose and directionpurpose and direction
 framework forframework for making decisions in advancemaking decisions in advance
 FacilitatesFacilitates inin controllingcontrolling functionsfunctions

3. Strategic PlanningStrategic Planning
• Process by which top management determinesProcess by which top management determines
overall organizational purposes and objectivesoverall organizational purposes and objectives
and how they are to be achieved.and how they are to be achieved.

4. Defining Human Resource Planning (HRP)Defining Human Resource Planning (HRP)
• HRPHRP is a process by which an organizationis a process by which an organization
ensures thatensures that
 it has the right number and kinds of peopleit has the right number and kinds of people
 at the right placeat the right place
 at the right timeat the right time
 capable ofcapable of effectivelyeffectively andand efficientlyefficiently completingcompleting
thosethose taskstasks that will help the organization achieve itsthat will help the organization achieve its
overall strategic objectives.overall strategic objectives.

5. Defining Human Resource Planning (HRP)Defining Human Resource Planning (HRP)
• HRP is the process of systematicallyHRP is the process of systematically reviewingreviewing
HR requirementsHR requirements to ensure that the requiredto ensure that the required
numbernumber of employees, with the requiredof employees, with the required skillsskills,,
are availableare available whenwhen they arethey are neededneeded

6. 5–6
The Recruitment and Selection ProcessThe Recruitment and Selection Process
1.1. Decide what positions to fill throughDecide what positions to fill through personnel planningpersonnel planning
and forecastingand forecasting..
2.2. Build a candidate pool byBuild a candidate pool by recruitingrecruiting internal or externalinternal or external
candidates.candidates.
3.3. Have candidates completeHave candidates complete application formsapplication forms andand
undergo initial screening interviews.undergo initial screening interviews.
4.4. UseUse selection toolsselection tools to identify viable candidates.to identify viable candidates.
5.5. Decide who to make an offer to, by having theDecide who to make an offer to, by having the
supervisor and otherssupervisor and others interviewinterview the candidates.the candidates.

7. 5–7
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.

8. 5–8
FIGURE 5–2 Linking Employer’s Strategy to Plans

9. 5–9
Planning and ForecastingPlanning and Forecasting
• Employment or Personnel PlanningEmployment or Personnel Planning
 The process of deciding what positions the firmThe process of deciding what positions the firm
will have to fill, and how to fill them.will have to fill, and how to fill them.
• Succession PlanningSuccession Planning
 The process of deciding how to fill the company’sThe process of deciding how to fill the company’s
most important executive jobs.most important executive jobs.
• 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. Requirements for Effective HR PlanningRequirements for Effective HR Planning
Successful HR planning requires:Successful HR planning requires:
• HR personnel understand the HR planningHR personnel understand the HR planning
processprocess
• Top management is supportiveTop management is supportive
• The communications between HR staff and lineThe communications between HR staff and line
management are healthymanagement are healthy
• The HR plan is integrated with theThe HR plan is integrated with the
organization’s strategic business planorganization’s strategic business plan

11. 5–11
Forecasting Personnel NeedsForecasting Personnel Needs
Trend Analysis Scatter Plotting
Forecasting
Tools
Ratio Analysis

12. 5–12
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

13. 5–13
Drawbacks to Traditional ForecastingDrawbacks to Traditional Forecasting
TechniquesTechniques
• They focus on projections and historical relationships.They focus on projections and historical relationships.
• They do not consider the impact of strategic initiativesThey do not consider the impact of strategic initiatives
on future staffing levels.on future staffing levels.
• They support compensation plans that rewardThey support compensation plans that reward
managers for managing ever-larger staffs.managers for managing ever-larger staffs.
• They “bake in” the idea that staff increases areThey “bake in” the idea that staff increases are
inevitable.inevitable.
• They validate and institutionalize present planningThey validate and institutionalize present planning
processes and the usual ways of doing things.processes and the usual ways of doing things.

14. 5–14
FIGURE 5–4
Management
Replacement
Chart Showing
Development
Needs of
Potential Future
Divisional Vice
Presidents

15. 5–15
Forecasting the Supply ofForecasting the Supply of
Inside CandidatesInside Candidates
Manual
Systems and
Replacement
Charts
Qualification
Inventories
Computerized
Information
Systems

16. 5–16
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

17. 5–17
Forecasting Outside Candidate SupplyForecasting Outside Candidate Supply
• Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates
 General economic conditionsGeneral economic conditions
 Expected unemployment rateExpected unemployment rate
• Sources of InformationSources of Information
 Periodic forecasts in business publicationsPeriodic forecasts in business publications
 Online economic projectionsOnline economic projections
 U.S. Congressional Budget Office (CBO)U.S. Congressional Budget Office (CBO)
 U.S. Department of Labor’s O*NETU.S. Department of Labor’s O*NET™™
 Bureau of Labor Statistics (BLS)Bureau of Labor Statistics (BLS)
 Other federal agencies and private sourcesOther federal agencies and private sources

18. 5–18
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
• Other Factors Affecting RecruitingOther Factors Affecting Recruiting
 Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals
 Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods
 Nonrecruitment HR issues and policiesNonrecruitment HR issues and policies
 Successful prescreening of applicantsSuccessful prescreening of applicants
 Public image of the firmPublic image of the firm

19. 5–19
Effective Recruiting (continued)Effective Recruiting (continued)
• Advantages of Centralizing RecruitmentAdvantages of Centralizing Recruitment
 Strengthens employment brandStrengthens employment brand
 Facilitates applying strategic prioritiesFacilitates applying strategic priorities
 Reduces duplication of HR activitiesReduces duplication of HR activities
 Reduces cost of new HR technologiesReduces cost of new HR technologies
 Builds teams of HR expertsBuilds teams of HR experts
 Provides better measurement of HR performanceProvides better measurement of HR performance
 Allows for sharing of applicant poolsAllows for sharing of applicant pools

20. 5–20
Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness
What to
Measure
How to
Measure
Evaluating
Recruiting
Effectiveness

21. 5–21
FIGURE 5–5 Recruiting Yield Pyramid

22. 5–22
Internal Candidates: Hiring from WithinInternal Candidates: Hiring from Within
• 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
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
status quo.
Advantages Disadvantages

23. 5–23
Finding Internal CandidatesFinding Internal Candidates
Hiring from
Within
Job Posting
Succession
Planning (HRIS)
Rehiring Former
Employees

24. 5–24
Outside Sources of CandidatesOutside Sources of Candidates
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative
Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting
Services (ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates

25. 5–25
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• Recruiting via the InternetRecruiting via the Internet
 AdvantagesAdvantages
 Cost-effective way to publicize job openingsCost-effective way to publicize job openings
 More applicants attracted over a longer periodMore applicants attracted over a longer period
 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 and evaluationAutomation of applicant tracking and evaluation
 DisadvantagesDisadvantages
 Exclusion of older and minority workersExclusion of older and minority workers
 Excessive number of unqualified applicantsExcessive number of unqualified applicants
 Personal information privacy concerns of applicantsPersonal information privacy concerns of applicants

26. 5–26
FIGURE 5–6 An Indian Online Employment Portal
Source: http://www.timesjobs.com, accessed in September 2010.

27. 5–27
FIGURE 5–7 Ineffective and Effective Web Ads
Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.

28. 5–28
Advertising for Outside CandidatesAdvertising for Outside Candidates
• The Media ChoiceThe Media Choice
 Selection of the best medium depends on theSelection of the best medium depends on the
positions for which the firm is recruiting.positions for which the firm is recruiting.
 Newspapers: local and specific labor marketsNewspapers: local and specific labor markets
 Trade and professional journals: specializedTrade and professional journals: specialized
employeesemployees
 Internet job sites: global labor marketsInternet job sites: global labor markets
• Effective AdsEffective Ads
 Create attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA).
 Create a positive impression of the firm.Create a positive impression of the firm.

29. 5–29
Employment AgenciesEmployment Agencies
Government
Employment
Exchanges
Private
Agencies
Types of
Employment
Agencies
Nonprofit
Agencies

30. 5–30
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• Why Use a Private Employment AgencyWhy Use a Private Employment Agency
 No HR department: firm lacks recruiting andNo HR department: firm lacks recruiting and
screening capabilities.screening capabilities.
 To attract a pool of qualified applicants.To attract a pool of qualified applicants.
 To fill a particular opening quickly.To fill a particular opening quickly.
 To attract more minority or female applicants.To attract more minority or female applicants.
 To reach currently employed individuals who areTo reach currently employed individuals who are
more comfortable dealing with agencies.more comfortable dealing with agencies.
 To reduce internal time devoted to recruiting.To reduce internal time devoted to recruiting.

31. 5–31
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• 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.

32. 5–32
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

33. 5–33
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.

34. 5–34
FIGURE 5–9 Things Managers Should Avoid When Supervising Temp 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.

35. 5–35
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.

36. 5–36
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• 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.

37. 5–37
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• 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

38. 5–38
Outside Sources of Candidates (continued)Outside Sources of Candidates (continued)
• 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.

39. 5–39
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

40. 5–40
Recruiting A More Diverse WorkforceRecruiting A More Diverse Workforce
Single Parents
Older Workers
Welfare-to-Work
Minorities and
Women
The Disabled

41. 5–41
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

42. 5–42
FIGURE 5–13
Employment
Application

43. 5–43
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