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Dessler_HRM_PPT_05.ppt
1.
GARY DESSLER HUMAN RESOURCE
MANAGEMENT Chapter 5 Personnel Planning and Recruiting Part 2 Recruitment and Placement
2.
Copyright © 2011
Pearson Education 5–2 WHERE WE ARE NOW…
3.
Copyright © 2011
Pearson Education 5–3 1. List the steps in the recruitment and selection process. 2. Explain the main techniques used in employment planning and forecasting. 3. Explain and give examples for the need for effective recruiting. 4. Name and describe the main internal sources of candidates. 5. List and discuss the main outside sources of candidates. 6. Develop a help wanted ad. 7. Explain how to recruit a more diverse workforce. LEARNING OUTCOMES
4.
Copyright © 2011
Pearson Education 5–4 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.
Copyright © 2011
Pearson Education 5–5 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.
6.
Copyright © 2011
Pearson Education 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
7.
Copyright © 2011
Pearson Education 5–7 Forecasting Personnel Needs Trend analysis Ratio analysis Forecasting Tools Scatter plotting
8.
Copyright © 2011
Pearson Education 5–8 Drawbacks to Traditional Forecasting Techniques • They focus on projections and historical relationships. • They do not consider the impact of strategic initiatives on future staffing levels.
9.
Copyright © 2011
Pearson Education 5–9 Using Computers to Forecast Personnel Requirements • 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.
10.
Copyright © 2011
Pearson Education 5–10 Forecasting the Supply of Inside Candidates Manual systems and replacement charts Computerized skills inventories Qualification Inventories
11.
Copyright © 2011
Pearson Education 5–11 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
12.
Copyright © 2011
Pearson Education 5–12 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 U.S. Congressional Budget Office (CBO) U.S. Department of Labor’s O*NET™ Bureau of Labor Statistics (BLS) Other federal agencies and private sources
13.
Copyright © 2011
Pearson Education 5–13 Effective Recruiting • External Factors Affecting Recruiting Supply of workers Outsourcing of white-collar jobs Fewer “qualified” candidates • Other Factors Affecting Recruiting Success Consistency of recruitment with strategic goals Types of jobs recruited and recruiting methods Public image of the firm Employment laws
14.
Copyright © 2011
Pearson Education 5–14 Organizing How You Recruit Facilitates strategic priorities Reduces duplication of HR activities Ensures compliance with EEO laws Advantages of Centralizing Recruiting Efforts Fosters effective use of online recruiting
15.
Copyright © 2011
Pearson Education 5–15 Measuring Recruiting Effectiveness What to measure How to measure Evaluating Recruiting Effectiveness
16.
Copyright © 2011
Pearson Education 5–16 Internal Sources of Candidates • 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 Advantages Disadvantages
17.
Copyright © 2011
Pearson Education 5–17 Finding Internal Candidates Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS)
18.
Copyright © 2011
Pearson Education 5–18 Outside 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) Walk-ins College Recruiting Referrals Locating Outside Candidates
19.
Copyright © 2011
Pearson Education 5–19 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 Unqualified applicants overload the system Personal information privacy concerns of applicants
20.
Copyright © 2011
Pearson Education 5–20 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 • Constructing (Writing) Effective Ads Create attention, interest, desire, and action (AIDA). Create a positive impression (image) of the firm.
21.
Copyright © 2011
Pearson Education 5–21 Employment Agencies Public agencies Private agencies Types of Employment Agencies Nonprofit agencies
22.
Copyright © 2011
Pearson Education 5–22 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 reduce internal time devoted to recruiting.
23.
Copyright © 2011
Pearson Education 5–24 Specialized Staffing and Recruiting • Alternative Staffing In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. Contract technical employees supplied for long-term projects under contract from outside technical services firms. • On-Demand Recruiting Services (ODRS) Provide short-term specialized recruiting to support specific projects
24.
Copyright © 2011
Pearson Education 5–25 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
25.
Copyright © 2011
Pearson Education 5–26 Working with a Temp Agency • Invoicing. Make sure the agency’s invoice fits your firm’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 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.
26.
Copyright © 2011
Pearson Education 5–27 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 “underemployed” while trying to return to the full-time labor market. • Anger toward the corporate world and its values; expressed as alienation and disenchantment.
27.
Copyright © 2011
Pearson Education 5–28 FIGURE 5–10 Ten Things Managers Should Avoid When Supervising Temporary Employees 1. Train your contingent workers. Ask their staffing agency to handle training. 2. Negotiate the pay rate of your contingent workers. The agency should set pay. 3. Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so. 4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency. 5. Routinely include contingent workers in your company’s employee functions. 6. Allow contingent workers to utilize facilities intended for employees. 7. Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. 8. Let managers discuss harassment or discrimination issues with contingent workers. 9. Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings. 10. Terminate a contingent worker directly. Contact the agency to do so. Do Not: Homework
28.
Copyright © 2011
Pearson Education 5–29 Offshoring and Outsourcing Jobs • The most extreme examples of alternative staffing. • Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out. • Outsourcing means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house. • Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house.
29.
Copyright © 2011
Pearson Education 5–30 Offshoring and Outsourcing Jobs 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
30.
Copyright © 2011
Pearson Education 5–31 Executive Recruitment • Executive recruiters (also known as headhunters) are special employment agencies retained by employers to seek out top-management talent. • For executive positions, headhunters may be your only source of candidates. • The employer always pays the fees.
31.
Copyright © 2011
Pearson Education 5–32 College Recruiting • On-campus recruiting goals To determine if the candidate is worthy of further consideration To attract good candidates • On-site visits Invitation letters Assigned hosts Information packages Planned interviews Timely employment offer Follow-up • Internships
32.
Copyright © 2011
Pearson Education 5–33 Sources of Outside Applicants Employee referrals Walk-ins Telecommuters Other Sources of Outside Applicants Military personnel
33.
Copyright © 2011
Pearson Education 5–34 Employee Referrals and Walk-ins • 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.
34.
Copyright © 2011
Pearson Education 5–35 FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires
35.
Copyright © 2011
Pearson Education 5–36 Developing and Using Application Forms 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
36.
Copyright © 2011
Pearson Education 5–37 Application Forms and the Law Educational achievements Arrest record Notification in case of emergency Membership in organizations Physical handicaps Marital status Housing arrangements Areas of Personal Information
37.
Copyright © 2011
Pearson Education 5–38 Two-Stage Process Conditional Job Offer Is Applicant Qualified? Make conditional job offer contingent on meeting all “second stage” conditions Review application information, personal interview, testing, and do background check Yes
38.
Copyright © 2011
Pearson Education 5–39 FIGURE 5–13 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.)
39.
Copyright © 2011
Pearson Education 5–40 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Editor's Notes
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education
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