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HRM_Week 3_Chapter 5.pdf

  1. 1. HUMAN RESOURCE MANAGEMENT Chapter 5 Personnel Planning and Recruiting
  3. 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. 5–3
  4. 4. 5–4 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.
  5. 5. Planning and Forecasting u Employment or Personnel Planning uThe process of deciding what positions the firm will have to fill, and how to fill them. uPersonnel plans require some forecasts or estimates of future staffing events to provide the workers needed for the company in the short, medium, and long term at the right place and at the right time. 5–5
  6. 6. Personnel planning process u Reviews the firm’s personnel needs and workforce data u Forecast and identify what positions the firm will have to fill and potential workforce gaps u Analyze the current supply of inside and outside candidates u Identify needs-supply gaps u Develop personnel plans to fill the anticipated gaps 5–6
  7. 7. Planning and Forecasting u What to Forecast? u Overall personnel needs uExternal factors: Economic, Technology, Consumer Preference, Competitors, Politics, Legislation uInternal factors: Business strategies/goals, company structure, productivity 5–7
  8. 8. Example of analyzing personnel needs Source: 5–8
  9. 9. Example of analyzing personnel needs 5–9
  10. 10. Forecasting Personnel Needs 5–10 Trend analysis Ratio analysis Forecasting Tools Scatter plotting
  11. 11. 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 are needed, given your projected volume. Hospital Size (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. Drawbacks to Traditional Forecasting Techniques u They focus on projections and historical relationships. u They do not consider the impact of strategic initiatives on future staffing levels. u They support compensation plans that reward managers for managing ever-larger staffs. u They “bake in” the idea that staff increases are inevitable. u They validate and institutionalize present planning processes and the usual ways of doing things. 5–12
  13. 13. Forecasting the Supply of Inside Candidates 5–13 Manual systems and replacement charts Computerized skills inventories Qualification Inventories
  14. 14. 5–14 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
  15. 15. Forecasting Outside Candidate Supply u Factors In Supply of Outside Candidates u General economic conditions u Expected unemployment rate u Sources of Information u Periodic forecasts in business publications u Online economic projections u U.S. Congressional Budget Office (CBO) u U.S. Department of Labor’s O*NET™ u Bureau of Labor Statistics (BLS) u Other federal agencies and private sources 5–15
  16. 16. Before Recruiting new employees! u Improving workflow process u Training u Applying new technology, new digital solutions u Outsourcing/Offshore u Budget 5–16
  17. 17. Effective Recruiting 5–17 Employee Recruiting Finding and/or attracting applicants for the employer’s open positions. Improving Recruitment Effectiveness: • Recruiters • Sources • Branding
  18. 18. Measuring Recruiting Effectiveness 5–18 What to measure How to measure Evaluating Recruiting Effectiveness
  19. 19. 5–19 FIGURE 5–6 Recruiting Yield Pyramid 16% ● ● ● ● ● ● 75% ● ● ● ● 67% ● ● ● 50% ● ● ●
  20. 20. Candidate persona building u Qualification requirements u Trained vs. untrained candidates u Being compatible with corporate culture u Plus points: language competence, oversea experience, social network, … u Gather all information u Demographics: gender, age, living places, current income level, marial status u Qualification: education level, skills, years of experiences, current position u Goals & Interests: Career goals, hobbies u Favorite channels: Websites, News sites, Tiktok, Facebook, Forum, Event, Workshop,… 5–20
  21. 21. Chuyên viên Marketing Source: Podcast Nhân Sự 5–21
  22. 22. Internal Sources of Candidates 5–22 u Foreknowledge of candidates’ strengths and weaknesses u More accurate view of candidate’s skills u Candidates have a stronger commitment to the company u Increases employee morale u Less training and orientation required u Failed applicants become discontented u Time wasted interviewing inside candidates who will not be considered u Inbreeding strengthens tendency to maintain the status quo Advantages Disadvantages
  23. 23. Finding Internal Candidates 5–23 Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS)
  24. 24. Outside Sources of Candidates 5–24 1 2 3 4 Advertising Recruiting via the Internet Employment Agencies Offshoring/Outsourcing 5 6 7 8 On Demand Recruiting Services (ODRS) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates
  25. 25. Recruiting via the Internet u Advantages u Cost-effective way to publicize job openings u More applicants attracted over a longer period u Immediate applicant responses u Online prescreening of applicants u Links to other job search sites u Automation of applicant tracking and evaluation u Disadvantages u Exclusion of older and minority workers u Unqualified applicants overload the system u Personal information privacy concerns of applicants 5–25
  26. 26. Advertising for Outside Candidates u The Media Choice u Selection of the best medium depends on the positions for which the firm is recruiting. u Newspapers: local and specific labor markets u Trade and professional journals: specialized employees u Internet job sites: global labor markets u Constructing (Writing) Effective Ads u Create attention, interest, desire, and action (AIDA). u Create a positive impression (image) of the firm. 5–26
  27. 27. 5–27 FIGURE 5–9 Help Wanted Ad that Draws Attention
  28. 28. Employment Agencies 5–28 Public agencies Private agencies Types of Employment Agencies Nonprofit agencies
  29. 29. Why Use a Private Employment Agency? u No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. u To fill a particular opening quickly. u To attract more minority or female applicants. u To reach currently employed individuals who are more comfortable dealing with agencies than competing companies. u To reduce internal time devoted to recruiting. 5–29
  30. 30. Avoiding Problems with Employment Agencies u Give agency an accurate and complete job description. u Make sure tests, application blanks, and interviews are part of the agency’s selection process. u Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process. u Screen agency for effectiveness in filling positions. u Supplement the agency’s reference checking by checking the final candidate’s references yourself. 5–30
  31. 31. Offshoring and Outsourcing Jobs 5–31 Political and military instability Cultural misunderstandings Customers’ securing 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 Outsourcing/ Offshoring Issues
  32. 32. Executive Recruitment u Executive Recruiters (Headhunters) u Contingent-based recruiters u Retained executive searchers u Internet technology and specialization trends u 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. Make sure the recruiter and you agree on what sort of person you need for the position. 5. Never rely solely on the recruiter to do reference checking. 5–32
  33. 33. College Recruiting u On-campus recruiting goals u To determine if the candidate is worthy of further consideration u To attract good candidates u On-site visits u Invitation letters u Assigned hosts u Information packages u Planned interviews u Timely employment offer u Follow-up u Internships 5–33
  34. 34. Employee Referrals and Walk-ins u Employee Referrals u Referring employees become stakeholders. u Referral is a cost-effective recruitment program. u Referral can speed up diversifying the workforce. u Relying on referrals may be discriminatory. u Walk-ins u Seek employment through a personal direct approach to the employer. u Courteous treatment of any applicant is a good business practice. 5–34
  35. 35. Sources of Outside Applicants 5–35 Employee referrals Walk-ins Telecommuters Other Sources of Outside Applicants Military personnel
  36. 36. Developing and Using Application Forms 5–36 Applicant’s education and experience Applicant’s prior progress and growth Applicant’s employment stability Uses of Application Form Information Applicant’s likelihood of success