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human resource theort and practices slid

Chapter 5 of Gary Dessler's Human Resource Management focuses on personnel planning and recruitment, detailing the steps in the recruitment and selection process, including forecasting personnel needs and building a candidate pool. It discusses the importance of effective recruiting techniques, sources of candidates, and addressing challenges such as diversity and legal requirements. Additionally, it highlights the use of technology in forecasting and the advantages and disadvantages of various recruiting methods.

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GARY DESSLER HUMAN RESOURCE MANAGEMENT Global Edition 12e Chapter 5 Personnel Planning and Recruiting PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2011 Pearson Education Part 2 Recruitment and Placement
Copyright © 2011 Pearson Education 5–2 WHERE WE ARE NOW…
Copyright © 2011 Pearson Education 5–3 1. 1. List the steps in the recruitment and selection process. List the steps in the recruitment and selection process. 2. 2. Explain the main techniques used in employment Explain the main techniques used in employment planning and forecasting. planning and forecasting. 3. 3. Explain and give examples for the need for effective Explain and give examples for the need for effective recruiting. recruiting. 4. 4. Name and describe the main internal sources of Name and describe the main internal sources of candidates. candidates. 5. 5. List and discuss the main outside sources of List and discuss the main outside sources of candidates. 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. LEARNING OUTCOMES LEARNING OUTCOMES
Copyright © 2011 Pearson Education 5–4 The Recruitment and Selection Process The Recruitment and Selection Process 1. 1. Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning and forecasting and forecasting. . 2. 2. Build a candidate pool by Build a candidate pool by recruiting recruiting internal or external internal or external candidates. candidates. 3. 3. Have candidates complete Have candidates complete application forms application forms and and undergo initial screening interviews. undergo initial screening interviews. 4. 4. Use Use selection tools selection tools to identify viable candidates. to identify viable candidates. 5. 5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interview interview the candidates. the candidates.
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.
Copyright © 2011 Pearson Education 5–6 FIGURE 5–2 Linking Employer’s Strategy to Plans
Copyright © 2011 Pearson Education 5–7 Planning and Forecasting Planning and Forecasting • Employment or Personnel Planning Employment or Personnel Planning  The process of deciding what positions The process of deciding what positions the firm will have to fill, and how to fill them. the firm will have to fill, and how to fill them. • Succession Planning Succession Planning  The process of deciding how to fill the The process of deciding how to fill the company’s most important executive jobs. company’s most important executive jobs. • What to Forecast? What to Forecast?  Overall personnel needs Overall personnel needs  The supply of inside candidates The supply of inside candidates  The supply of outside candidates The supply of outside candidates
Copyright © 2011 Pearson Education 5–8 Forecasting Personnel Needs Forecasting Personnel Needs Trend analysis Ratio analysis Forecasting Tools Scatter plotting Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs. Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople). A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.
Copyright © 2011 Pearson Education 5–9 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
Copyright © 2011 Pearson Education 5–10 Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting Techniques Techniques • They focus on projections and historical relationships. They focus on projections and historical relationships. • They do not consider the impact of strategic initiatives on They do not consider the impact of strategic initiatives on future staffing levels. future staffing levels. • They support compensation plans that reward managers They support compensation plans that reward managers for managing ever-larger staffs. for managing ever-larger staffs. • They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable. inevitable. • They validate and institutionalize present planning They validate and institutionalize present planning processes and the usual ways of doing things. processes and the usual ways of doing things.
Copyright © 2011 Pearson Education 5–11 Using Computers to Forecast Personnel Using Computers to Forecast Personnel Requirements Requirements • Computerized Forecasts Computerized Forecasts  Software that estimates future staffing needs by: Software that estimates future staffing needs by:  Projecting sales, volume of production, and personnel Projecting sales, volume of production, and personnel required to maintain different volumes of output. required to maintain different volumes of output.  Forecasting staffing levels for direct labor, indirect staff, and Forecasting staffing levels for direct labor, indirect staff, and exempt staff. exempt staff.  Creating metrics for direct labor hours and three sales Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable. projection scenarios—minimum, maximum, and probable.
Copyright © 2011 Pearson Education 5–12 Forecasting the Supply of Forecasting the Supply of Inside Candidates Inside Candidates Manual systems and replacement charts Computerized skills inventories Qualification Inventories
Copyright © 2011 Pearson Education 5–13 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
Copyright © 2011 Pearson Education 5–14 The Matter of Privacy The Matter of Privacy • Ensuring the Security of HR Information Ensuring the Security of HR Information  Control of HR information through access matrices Control of HR information through access matrices  Access to records and employee privacy Access to records and employee privacy • Legal Considerations Legal Considerations  The Federal Privacy Act of 1974 The Federal Privacy Act of 1974  New York Personal Privacy Act of 1985 New York Personal Privacy Act of 1985  HIPAA HIPAA  Americans with Disabilities Act Americans with Disabilities Act
Copyright © 2011 Pearson Education 5–15 Forecasting Outside Candidate Supply Forecasting Outside Candidate Supply • Factors In Supply of Outside Candidates Factors In Supply of Outside Candidates  General economic conditions General economic conditions  Expected unemployment rate Expected unemployment rate • Sources of Information Sources of Information  Periodic forecasts in business publications Periodic forecasts in business publications  Online economic projections Online economic projections  U.S. Congressional Budget Office (CBO) U.S. Congressional Budget Office (CBO)  U.S. Department of Labor’s O*NET U.S. Department of Labor’s O*NET™ ™  Bureau of Labor Statistics (BLS) Bureau of Labor Statistics (BLS)  Other federal agencies and private sources Other federal agencies and private sources
Copyright © 2011 Pearson Education 5–16 The Need for Effective Recruiting The Need for Effective Recruiting Effectiveness of chosen recruiting methods Effects of nonrecruitment issues and policies Recruiting Challenges Legal requirements associated with employment laws
Copyright © 2011 Pearson Education 5–17 Effective Recruiting Effective Recruiting • External Factors Affecting Recruiting External Factors Affecting Recruiting  Supply of workers Supply of workers  Outsourcing of white-collar jobs Outsourcing of white-collar jobs  Fewer “qualified” candidates Fewer “qualified” candidates • Other Factors Affecting Recruiting Success Other Factors Affecting Recruiting Success  Consistency of recruitment with strategic goals Consistency of recruitment with strategic goals  Types of jobs recruited and recruiting methods Types of jobs recruited and recruiting methods  Nonrecruitment HR issues and policies Nonrecruitment HR issues and policies  Successful prescreening of applicants Successful prescreening of applicants  Public image of the firm Public image of the firm  Employment laws Employment laws
Copyright © 2011 Pearson Education 5–18 Organizing How You Recruit 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
Copyright © 2011 Pearson Education 5–19 Measuring Recruiting Effectiveness Measuring Recruiting Effectiveness What to measure How to measure Evaluating Recruiting Effectiveness
Copyright © 2011 Pearson Education 5–20 FIGURE 5–6 Recruiting Yield Pyramid 16% ● ● ● ● ● ● 75% ● ● ● ● 67% ● ● ● 50% ● ● ●
Copyright © 2011 Pearson Education 5–21 Internal Sources of Candidates 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 • Inbreeding strengthens tendency to maintain the status quo Advantages Disadvantages
Copyright © 2011 Pearson Education 5–22 Finding Internal Candidates Finding Internal Candidates Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS)
Copyright © 2011 Pearson Education 5–23 Outside Sources of Candidates 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) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates
Copyright © 2011 Pearson Education 5–24 FIGURE 5–7 Some Top Online Recruiting Job Boards
Copyright © 2011 Pearson Education 5–25 Recruiting via the Internet Recruiting via the Internet • Advantages Advantages  Cost-effective way to publicize job openings Cost-effective way to publicize job openings  More applicants attracted over a longer period More applicants attracted over a longer period  Immediate applicant responses Immediate applicant responses  Online prescreening of applicants Online prescreening of applicants  Links to other job search sites Links to other job search sites  Automation of applicant tracking and evaluation Automation of applicant tracking and evaluation • Disadvantages Disadvantages  Exclusion of older and minority workers Exclusion of older and minority workers  Unqualified applicants overload the system Unqualified applicants overload the system  Personal information privacy concerns of applicants Personal information privacy concerns of applicants
Copyright © 2011 Pearson Education 5–26 FIGURE 5–8 Ineffective and Effective Web Ads
Copyright © 2011 Pearson Education 5–27 Advertising for Outside Candidates Advertising for Outside Candidates • The Media Choice The Media Choice  Selection of the best medium depends on the positions for which Selection of the best medium depends on the positions for which the firm is recruiting. the firm is recruiting.  Newspapers: local and specific labor markets Newspapers: local and specific labor markets  Trade and professional journals: specialized employees Trade and professional journals: specialized employees  Internet job sites: global labor markets Internet job sites: global labor markets • Constructing (Writing) Effective Ads Constructing (Writing) Effective Ads  Create attention, interest, desire, and action (AIDA). Create attention, interest, desire, and action (AIDA).  Create a positive impression (image) of the firm. Create a positive impression (image) of the firm.
Copyright © 2011 Pearson Education 5–28 FIGURE 5–9 Help Wanted Ad that Draws Attention
Copyright © 2011 Pearson Education 5–29 Employment Agencies Employment Agencies Public agencies Private agencies Types of Employment Agencies Nonprofit agencies
Copyright © 2011 Pearson Education 5–30 Why Use a Private Employment Agency? Why Use a Private Employment Agency? • No HR department: firm lacks recruiting and screening No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. capabilities 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 are more To reach currently employed individuals who are more comfortable dealing with agencies than competing comfortable dealing with agencies than competing companies. companies. • To reduce internal time devoted to recruiting. To reduce internal time devoted to recruiting.
Copyright © 2011 Pearson Education 5–31 Avoiding Problems with Avoiding Problems with Employment Agencies Employment Agencies • Give agency an accurate and complete job description. Give agency an accurate and complete job description. • Make sure tests, application blanks, and interviews are Make sure tests, application blanks, and interviews are part of the agency’s selection process. part of the agency’s selection process. • Review candidates accepted or rejected by your firm or Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s the agency for effectiveness and fairness of agency’s screening process. screening process. • Screen agency for effectiveness in filling positions. Screen agency for effectiveness in filling positions. • Supplement the agency’s reference checking by Supplement the agency’s reference checking by checking the final candidate’s references yourself. checking the final candidate’s references yourself.
Copyright © 2011 Pearson Education 5–32 Specialized Staffing and Recruiting Specialized Staffing and Recruiting • Alternative Staffing Alternative Staffing  In-house contingent (casual, seasonal, or temporary) workers In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. employed by the company, but on an explicit short-term basis.  Contract technical employees supplied for long-term projects Contract technical employees supplied for long-term projects under contract from outside technical services firms. under contract from outside technical services firms. • On-Demand Recruiting Services (ODRS) On-Demand Recruiting Services (ODRS)  Provide short-term specialized recruiting to support specific Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. projects without the expense of retaining traditional search firms.
Copyright © 2011 Pearson Education 5–33 Temp Agencies and Alternative Staffing Temp Agencies and Alternative Staffing • Benefits of Temps Benefits of Temps  Increased productivity Increased productivity—p —paid only when working aid only when working  Allows “trial run” for prospective employees Allows “trial run” for prospective employees  No recruitment, screening, and payroll administration costs No recruitment, screening, and payroll administration costs • Costs of Temps Costs of Temps  Increased labor costs due to fees paid to temp agencies Increased labor costs due to fees paid to temp agencies  Temp employees’ lack of commitment to the firm Temp employees’ lack of commitment to the firm
Copyright © 2011 Pearson Education 5–34 Working with a Temp Agency Working with a Temp Agency • Invoicing. Invoicing. Make sure the agency’s invoice fits your firm’s needs. Make sure the agency’s invoice fits your firm’s needs. • Time sheets. Time sheets. The time sheet is a verification of hours worked and an The time sheet is a verification of hours worked and an agreement to pay the agency’s fees. 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 temp What 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 the How does the agency plan to recruit and what sorts of benefits will it pay? agency plan to recruit and what sorts of benefits 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 the Get 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 understands Ensure 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.
Copyright © 2011 Pearson Education 5–35 Concerns of Temp Employees Concerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment by employers. by employers. • Insecurity about employment and pessimism about the Insecurity 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 whether Being misled about job assignments and whether temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions. positions. • Being “underemployed” while trying to return to the full- Being “underemployed” while trying to 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.
Copyright © 2011 Pearson Education 5–36 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:
Copyright © 2011 Pearson Education 5–37 Offshoring and Outsourcing Jobs Offshoring and Outsourcing Jobs Political and military instability Cultural misunderstanding s 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
Copyright © 2011 Pearson Education 5–38 Executive Recruitment Executive Recruitment • Executive Recruiters (Headhunters) Executive Recruiters (Headhunters)  Contingent-based recruiters Contingent-based recruiters  Retained executive searchers Retained executive searchers  Internet technology and specialization trends Internet technology and specialization trends • Guidelines for Choosing a Recruiter Guidelines for Choosing a Recruiter 1. 1. Make sure the firm is capable of conducting a thorough Make sure the firm is capable of conducting a thorough search. 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. Make sure the recruiter and you agree on what sort of person Make sure the recruiter and you agree on what sort of person you need for the position. you need for the position. 5. 5. Never rely solely on the recruiter to do reference checking. Never rely solely on the recruiter to do reference checking.
Copyright © 2011 Pearson Education 5–39 College Recruiting College Recruiting • On-campus recruiting goals On-campus recruiting goals  To determine if the candidate is To determine if the candidate is worthy of further consideration worthy of further consideration  To attract good candidates To attract good candidates • On-site visits On-site visits  Invitation letters Invitation letters  Assigned hosts Assigned hosts  Information packages Information packages  Planned interviews Planned interviews  Timely employment offer Timely employment offer  Follow-up Follow-up • Internships Internships
Copyright © 2011 Pearson Education 5–40 Sources of Outside Applicants Sources of Outside Applicants Employee referrals Walk-ins Telecommuters Other Sources of Outside Applicants Military personnel
Copyright © 2011 Pearson Education 5–41 Employee Referrals and Walk-ins Employee Referrals and Walk-ins • Employee Referrals Employee 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-ins Walk-ins  Seek employment through a personal direct approach to the Seek employment through a personal direct approach to the employer. employer.  Courteous treatment of any applicant is a good business Courteous treatment of any applicant is a good business practice. practice.
Copyright © 2011 Pearson Education 5–42 FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires
Copyright © 2011 Pearson Education 5–43 TABLE 5–1 Recruitment Research Findings: Practical Applications for Managers Recruitment Research Finding Practical Applications for Managers The recruitment source affects the characteristics of applicants you attract. Use sources such as referrals from current employees that yield applicants more likely to be better performers. Recruitment materials have a more positive impact if they contain more specific information. Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity. Organizational image influences applicants’ initial reactions. Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work. Applicants with a greater number of job opportunities are more attentive to early recruitment activities. Ensure initial recruitment activities (e.g., Web site, brochure, on-campus recruiting) are attractive to candidates. Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover. Provide applicants with a realistic picture of the job and organization, not just the positives. Applicants will infer (perhaps erroneous) information about the job and company if the information is not clearly provided by the company. Provide clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer. Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job. Choose individuals who have contact with applicants for their interpersonal skills.
Copyright © 2011 Pearson Education 5–44 Improving Productivity Through HRIS: Improving Productivity Through HRIS: An Integrated Approach to Recruiting An Integrated Approach to Recruiting Requisition management system Recruiting solution Screening services Elements of an HRIS Hiring management
Copyright © 2011 Pearson Education 5–45 Recruiting A More Diverse Workforce Recruiting A More Diverse Workforce Single parents Older workers Welfare-to-work Minorities and women The disabled
Copyright © 2011 Pearson Education 5–46 Developing and Using Application Forms 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
Copyright © 2011 Pearson Education 5–47 Application Forms and the Law 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
Copyright © 2011 Pearson Education 5–48 Two-Stage Process 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
Copyright © 2011 Pearson Education 5–49 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.)
Copyright © 2011 Pearson Education 5–50 K E Y T E R M S employment (or personnel) planning trend analysis ratio analysis scatter plot qualifications (or skills) inventories personnel replacement charts position replacement card employee recruiting recruiting yield pyramid job posting succession planning applicant tracking systems alternative staffing on-demand recruiting services (ODRS) college recruiting application form
Copyright © 2011 Pearson Education 5–51 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.

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human resource theort and practices slid

  • 1.
    GARY DESSLER HUMAN RESOURCEMANAGEMENT Global Edition 12e Chapter 5 Personnel Planning and Recruiting PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2011 Pearson Education Part 2 Recruitment and Placement
  • 2.
    Copyright © 2011Pearson Education 5–2 WHERE WE ARE NOW…
  • 3.
    Copyright © 2011Pearson Education 5–3 1. 1. List the steps in the recruitment and selection process. List the steps in the recruitment and selection process. 2. 2. Explain the main techniques used in employment Explain the main techniques used in employment planning and forecasting. planning and forecasting. 3. 3. Explain and give examples for the need for effective Explain and give examples for the need for effective recruiting. recruiting. 4. 4. Name and describe the main internal sources of Name and describe the main internal sources of candidates. candidates. 5. 5. List and discuss the main outside sources of List and discuss the main outside sources of candidates. 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. LEARNING OUTCOMES LEARNING OUTCOMES
  • 4.
    Copyright © 2011Pearson Education 5–4 The Recruitment and Selection Process The Recruitment and Selection Process 1. 1. Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning and forecasting and forecasting. . 2. 2. Build a candidate pool by Build a candidate pool by recruiting recruiting internal or external internal or external candidates. candidates. 3. 3. Have candidates complete Have candidates complete application forms application forms and and undergo initial screening interviews. undergo initial screening interviews. 4. 4. Use Use selection tools selection tools to identify viable candidates. to identify viable candidates. 5. 5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interview interview the candidates. the candidates.
  • 5.
    Copyright © 2011Pearson 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 © 2011Pearson Education 5–6 FIGURE 5–2 Linking Employer’s Strategy to Plans
  • 7.
    Copyright © 2011Pearson Education 5–7 Planning and Forecasting Planning and Forecasting • Employment or Personnel Planning Employment or Personnel Planning  The process of deciding what positions The process of deciding what positions the firm will have to fill, and how to fill them. the firm will have to fill, and how to fill them. • Succession Planning Succession Planning  The process of deciding how to fill the The process of deciding how to fill the company’s most important executive jobs. company’s most important executive jobs. • What to Forecast? What to Forecast?  Overall personnel needs Overall personnel needs  The supply of inside candidates The supply of inside candidates  The supply of outside candidates The supply of outside candidates
  • 8.
    Copyright © 2011Pearson Education 5–8 Forecasting Personnel Needs Forecasting Personnel Needs Trend analysis Ratio analysis Forecasting Tools Scatter plotting Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs. Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople). A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.
  • 9.
    Copyright © 2011Pearson Education 5–9 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
  • 10.
    Copyright © 2011Pearson Education 5–10 Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting Techniques Techniques • They focus on projections and historical relationships. They focus on projections and historical relationships. • They do not consider the impact of strategic initiatives on They do not consider the impact of strategic initiatives on future staffing levels. future staffing levels. • They support compensation plans that reward managers They support compensation plans that reward managers for managing ever-larger staffs. for managing ever-larger staffs. • They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable. inevitable. • They validate and institutionalize present planning They validate and institutionalize present planning processes and the usual ways of doing things. processes and the usual ways of doing things.
  • 11.
    Copyright © 2011Pearson Education 5–11 Using Computers to Forecast Personnel Using Computers to Forecast Personnel Requirements Requirements • Computerized Forecasts Computerized Forecasts  Software that estimates future staffing needs by: Software that estimates future staffing needs by:  Projecting sales, volume of production, and personnel Projecting sales, volume of production, and personnel required to maintain different volumes of output. required to maintain different volumes of output.  Forecasting staffing levels for direct labor, indirect staff, and Forecasting staffing levels for direct labor, indirect staff, and exempt staff. exempt staff.  Creating metrics for direct labor hours and three sales Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable. projection scenarios—minimum, maximum, and probable.
  • 12.
    Copyright © 2011Pearson Education 5–12 Forecasting the Supply of Forecasting the Supply of Inside Candidates Inside Candidates Manual systems and replacement charts Computerized skills inventories Qualification Inventories
  • 13.
    Copyright © 2011Pearson Education 5–13 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
  • 14.
    Copyright © 2011Pearson Education 5–14 The Matter of Privacy The Matter of Privacy • Ensuring the Security of HR Information Ensuring the Security of HR Information  Control of HR information through access matrices Control of HR information through access matrices  Access to records and employee privacy Access to records and employee privacy • Legal Considerations Legal Considerations  The Federal Privacy Act of 1974 The Federal Privacy Act of 1974  New York Personal Privacy Act of 1985 New York Personal Privacy Act of 1985  HIPAA HIPAA  Americans with Disabilities Act Americans with Disabilities Act
  • 15.
    Copyright © 2011Pearson Education 5–15 Forecasting Outside Candidate Supply Forecasting Outside Candidate Supply • Factors In Supply of Outside Candidates Factors In Supply of Outside Candidates  General economic conditions General economic conditions  Expected unemployment rate Expected unemployment rate • Sources of Information Sources of Information  Periodic forecasts in business publications Periodic forecasts in business publications  Online economic projections Online economic projections  U.S. Congressional Budget Office (CBO) U.S. Congressional Budget Office (CBO)  U.S. Department of Labor’s O*NET U.S. Department of Labor’s O*NET™ ™  Bureau of Labor Statistics (BLS) Bureau of Labor Statistics (BLS)  Other federal agencies and private sources Other federal agencies and private sources
  • 16.
    Copyright © 2011Pearson Education 5–16 The Need for Effective Recruiting The Need for Effective Recruiting Effectiveness of chosen recruiting methods Effects of nonrecruitment issues and policies Recruiting Challenges Legal requirements associated with employment laws
  • 17.
    Copyright © 2011Pearson Education 5–17 Effective Recruiting Effective Recruiting • External Factors Affecting Recruiting External Factors Affecting Recruiting  Supply of workers Supply of workers  Outsourcing of white-collar jobs Outsourcing of white-collar jobs  Fewer “qualified” candidates Fewer “qualified” candidates • Other Factors Affecting Recruiting Success Other Factors Affecting Recruiting Success  Consistency of recruitment with strategic goals Consistency of recruitment with strategic goals  Types of jobs recruited and recruiting methods Types of jobs recruited and recruiting methods  Nonrecruitment HR issues and policies Nonrecruitment HR issues and policies  Successful prescreening of applicants Successful prescreening of applicants  Public image of the firm Public image of the firm  Employment laws Employment laws
  • 18.
    Copyright © 2011Pearson Education 5–18 Organizing How You Recruit 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
  • 19.
    Copyright © 2011Pearson Education 5–19 Measuring Recruiting Effectiveness Measuring Recruiting Effectiveness What to measure How to measure Evaluating Recruiting Effectiveness
  • 20.
    Copyright © 2011Pearson Education 5–20 FIGURE 5–6 Recruiting Yield Pyramid 16% ● ● ● ● ● ● 75% ● ● ● ● 67% ● ● ● 50% ● ● ●
  • 21.
    Copyright © 2011Pearson Education 5–21 Internal Sources of Candidates 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 • Inbreeding strengthens tendency to maintain the status quo Advantages Disadvantages
  • 22.
    Copyright © 2011Pearson Education 5–22 Finding Internal Candidates Finding Internal Candidates Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS)
  • 23.
    Copyright © 2011Pearson Education 5–23 Outside Sources of Candidates 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) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates
  • 24.
    Copyright © 2011Pearson Education 5–24 FIGURE 5–7 Some Top Online Recruiting Job Boards
  • 25.
    Copyright © 2011Pearson Education 5–25 Recruiting via the Internet Recruiting via the Internet • Advantages Advantages  Cost-effective way to publicize job openings Cost-effective way to publicize job openings  More applicants attracted over a longer period More applicants attracted over a longer period  Immediate applicant responses Immediate applicant responses  Online prescreening of applicants Online prescreening of applicants  Links to other job search sites Links to other job search sites  Automation of applicant tracking and evaluation Automation of applicant tracking and evaluation • Disadvantages Disadvantages  Exclusion of older and minority workers Exclusion of older and minority workers  Unqualified applicants overload the system Unqualified applicants overload the system  Personal information privacy concerns of applicants Personal information privacy concerns of applicants
  • 26.
    Copyright © 2011Pearson Education 5–26 FIGURE 5–8 Ineffective and Effective Web Ads
  • 27.
    Copyright © 2011Pearson Education 5–27 Advertising for Outside Candidates Advertising for Outside Candidates • The Media Choice The Media Choice  Selection of the best medium depends on the positions for which Selection of the best medium depends on the positions for which the firm is recruiting. the firm is recruiting.  Newspapers: local and specific labor markets Newspapers: local and specific labor markets  Trade and professional journals: specialized employees Trade and professional journals: specialized employees  Internet job sites: global labor markets Internet job sites: global labor markets • Constructing (Writing) Effective Ads Constructing (Writing) Effective Ads  Create attention, interest, desire, and action (AIDA). Create attention, interest, desire, and action (AIDA).  Create a positive impression (image) of the firm. Create a positive impression (image) of the firm.
  • 28.
    Copyright © 2011Pearson Education 5–28 FIGURE 5–9 Help Wanted Ad that Draws Attention
  • 29.
    Copyright © 2011Pearson Education 5–29 Employment Agencies Employment Agencies Public agencies Private agencies Types of Employment Agencies Nonprofit agencies
  • 30.
    Copyright © 2011Pearson Education 5–30 Why Use a Private Employment Agency? Why Use a Private Employment Agency? • No HR department: firm lacks recruiting and screening No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants. capabilities 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 are more To reach currently employed individuals who are more comfortable dealing with agencies than competing comfortable dealing with agencies than competing companies. companies. • To reduce internal time devoted to recruiting. To reduce internal time devoted to recruiting.
  • 31.
    Copyright © 2011Pearson Education 5–31 Avoiding Problems with Avoiding Problems with Employment Agencies Employment Agencies • Give agency an accurate and complete job description. Give agency an accurate and complete job description. • Make sure tests, application blanks, and interviews are Make sure tests, application blanks, and interviews are part of the agency’s selection process. part of the agency’s selection process. • Review candidates accepted or rejected by your firm or Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s the agency for effectiveness and fairness of agency’s screening process. screening process. • Screen agency for effectiveness in filling positions. Screen agency for effectiveness in filling positions. • Supplement the agency’s reference checking by Supplement the agency’s reference checking by checking the final candidate’s references yourself. checking the final candidate’s references yourself.
  • 32.
    Copyright © 2011Pearson Education 5–32 Specialized Staffing and Recruiting Specialized Staffing and Recruiting • Alternative Staffing Alternative Staffing  In-house contingent (casual, seasonal, or temporary) workers In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis. employed by the company, but on an explicit short-term basis.  Contract technical employees supplied for long-term projects Contract technical employees supplied for long-term projects under contract from outside technical services firms. under contract from outside technical services firms. • On-Demand Recruiting Services (ODRS) On-Demand Recruiting Services (ODRS)  Provide short-term specialized recruiting to support specific Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. projects without the expense of retaining traditional search firms.
  • 33.
    Copyright © 2011Pearson Education 5–33 Temp Agencies and Alternative Staffing Temp Agencies and Alternative Staffing • Benefits of Temps Benefits of Temps  Increased productivity Increased productivity—p —paid only when working aid only when working  Allows “trial run” for prospective employees Allows “trial run” for prospective employees  No recruitment, screening, and payroll administration costs No recruitment, screening, and payroll administration costs • Costs of Temps Costs of Temps  Increased labor costs due to fees paid to temp agencies Increased labor costs due to fees paid to temp agencies  Temp employees’ lack of commitment to the firm Temp employees’ lack of commitment to the firm
  • 34.
    Copyright © 2011Pearson Education 5–34 Working with a Temp Agency Working with a Temp Agency • Invoicing. Invoicing. Make sure the agency’s invoice fits your firm’s needs. Make sure the agency’s invoice fits your firm’s needs. • Time sheets. Time sheets. The time sheet is a verification of hours worked and an The time sheet is a verification of hours worked and an agreement to pay the agency’s fees. 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 temp What 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 the How does the agency plan to recruit and what sorts of benefits will it pay? agency plan to recruit and what sorts of benefits 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 the Get 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 understands Ensure 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.
  • 35.
    Copyright © 2011Pearson Education 5–35 Concerns of Temp Employees Concerns of Temp Employees • Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment by employers. by employers. • Insecurity about employment and pessimism about the Insecurity 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 whether Being misled about job assignments and whether temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions. positions. • Being “underemployed” while trying to return to the full- Being “underemployed” while trying to 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.
  • 36.
    Copyright © 2011Pearson Education 5–36 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:
  • 37.
    Copyright © 2011Pearson Education 5–37 Offshoring and Outsourcing Jobs Offshoring and Outsourcing Jobs Political and military instability Cultural misunderstanding s 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
  • 38.
    Copyright © 2011Pearson Education 5–38 Executive Recruitment Executive Recruitment • Executive Recruiters (Headhunters) Executive Recruiters (Headhunters)  Contingent-based recruiters Contingent-based recruiters  Retained executive searchers Retained executive searchers  Internet technology and specialization trends Internet technology and specialization trends • Guidelines for Choosing a Recruiter Guidelines for Choosing a Recruiter 1. 1. Make sure the firm is capable of conducting a thorough Make sure the firm is capable of conducting a thorough search. 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. Make sure the recruiter and you agree on what sort of person Make sure the recruiter and you agree on what sort of person you need for the position. you need for the position. 5. 5. Never rely solely on the recruiter to do reference checking. Never rely solely on the recruiter to do reference checking.
  • 39.
    Copyright © 2011Pearson Education 5–39 College Recruiting College Recruiting • On-campus recruiting goals On-campus recruiting goals  To determine if the candidate is To determine if the candidate is worthy of further consideration worthy of further consideration  To attract good candidates To attract good candidates • On-site visits On-site visits  Invitation letters Invitation letters  Assigned hosts Assigned hosts  Information packages Information packages  Planned interviews Planned interviews  Timely employment offer Timely employment offer  Follow-up Follow-up • Internships Internships
  • 40.
    Copyright © 2011Pearson Education 5–40 Sources of Outside Applicants Sources of Outside Applicants Employee referrals Walk-ins Telecommuters Other Sources of Outside Applicants Military personnel
  • 41.
    Copyright © 2011Pearson Education 5–41 Employee Referrals and Walk-ins Employee Referrals and Walk-ins • Employee Referrals Employee 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-ins Walk-ins  Seek employment through a personal direct approach to the Seek employment through a personal direct approach to the employer. employer.  Courteous treatment of any applicant is a good business Courteous treatment of any applicant is a good business practice. practice.
  • 42.
    Copyright © 2011Pearson Education 5–42 FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires
  • 43.
    Copyright © 2011Pearson Education 5–43 TABLE 5–1 Recruitment Research Findings: Practical Applications for Managers Recruitment Research Finding Practical Applications for Managers The recruitment source affects the characteristics of applicants you attract. Use sources such as referrals from current employees that yield applicants more likely to be better performers. Recruitment materials have a more positive impact if they contain more specific information. Provide applicants with information on aspects of the job that are important to them, such as salary, location, and diversity. Organizational image influences applicants’ initial reactions. Ensure all communications regarding an organization provide a positive message regarding the attractiveness of the organization as a place to work. Applicants with a greater number of job opportunities are more attentive to early recruitment activities. Ensure initial recruitment activities (e.g., Web site, brochure, on-campus recruiting) are attractive to candidates. Realistic job previews that highlight both the advantages and the disadvantages of the job reduce subsequent turnover. Provide applicants with a realistic picture of the job and organization, not just the positives. Applicants will infer (perhaps erroneous) information about the job and company if the information is not clearly provided by the company. Provide clear, specific, and complete information in recruitment materials so that applicants do not make erroneous inferences about the job or the employer. Recruiter warmth has a large and positive effect on applicants’ decisions to accept a job. Choose individuals who have contact with applicants for their interpersonal skills.
  • 44.
    Copyright © 2011Pearson Education 5–44 Improving Productivity Through HRIS: Improving Productivity Through HRIS: An Integrated Approach to Recruiting An Integrated Approach to Recruiting Requisition management system Recruiting solution Screening services Elements of an HRIS Hiring management
  • 45.
    Copyright © 2011Pearson Education 5–45 Recruiting A More Diverse Workforce Recruiting A More Diverse Workforce Single parents Older workers Welfare-to-work Minorities and women The disabled
  • 46.
    Copyright © 2011Pearson Education 5–46 Developing and Using Application Forms 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
  • 47.
    Copyright © 2011Pearson Education 5–47 Application Forms and the Law 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
  • 48.
    Copyright © 2011Pearson Education 5–48 Two-Stage Process 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
  • 49.
    Copyright © 2011Pearson Education 5–49 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.)
  • 50.
    Copyright © 2011Pearson Education 5–50 K E Y T E R M S employment (or personnel) planning trend analysis ratio analysis scatter plot qualifications (or skills) inventories personnel replacement charts position replacement card employee recruiting recruiting yield pyramid job posting succession planning applicant tracking systems alternative staffing on-demand recruiting services (ODRS) college recruiting application form
  • 51.
    Copyright © 2011Pearson Education 5–51 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

  • #2 In Chapter 4, we discussed job analysis and the methods managers use to create job descriptions and job specifications. The purpose of this chapter is to improve your effectiveness in recruiting candidates. The topics we discuss include personnel planning and forecasting, recruiting job candidates, and developing and using application forms. Then, in Chapter 6, we’ll turn to the methods managers use to select the best employees from this applicant pool.
  • #4 Job analysis identifies the duties and human requirements for each of the company’s jobs. The next step is to decide how many of these jobs you need to fill, and to recruit and select employees for them.
  • #5 The best way to envision recruitment and selection is as a series of hurdles as shown in Figure 5-1.
  • #6 Employment planning should flow from the firm’s strategic plans. Figure 5-2 summarizes the link between strategic and personnel planning.
  • #7 Employment (or personnel) planning is the process of deciding what positions the firm will have to fill, and how to fill them. It embraces all future positions, from maintenance clerk to CEO. However, most firms call the process of deciding how to fill executive jobs succession planning. Like all good plans, personnel plans require some forecasts or estimates, in this case, of three things: personnel needs, the supply of inside candidates, and the likely supply of outside candidates.
  • #8 Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs. Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople). A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.
  • #9 Figure 5-3 shows hospital size on the horizontal axis. It shows number of nurses on the vertical axis. If these two factors are related, then the points will tend to fall along a straight line, as they do here. If you carefully draw in a line to minimize the distances between the line and each one of the plotted points, you will be able to estimate the number of nurses needed for each hospital size. Thus, for a 1,200-bed hospital, the human resource director would assume she needs about 1,210 nurses.
  • #10 Managers obviously need to consider other factors too. These include projected turnover, decisions to upgrade (or downgrade) products or services, productivity changes, and financial resources.
  • #11 Computerized forecasts enable the manager to build more variables into his or her personnel projections. Newer systems particularly rely on mathematically setting clear goals. Whichever forecasting tool you use, managerial judgment should play a big role. It’s rare that any historical trend, ratio, or relationship will simply continue. You will therefore have to modify the forecast based on subjective factors—such as the feeling that more employees will be quitting—you believe will be important.
  • #12 Knowing your staffing needs satisfies only half the staffing equation. Next, you have to estimate the likely supply of both inside and outside candidates. Most firms start with the inside candidates. Department managers or owners of smaller firms often use manual devices to track employee qualifications. Thus a personnel inventory and development record form compiles qualifications information on each employee. Computerized skills inventory data typically include items like work experience codes, product knowledge, the employee’s level of familiarity with the employer’s product lines or services, the person’s industry experience, and formal education.
  • #13 Figure 5-4 is a personnel replacement chart for some of a firm’s top positions. It shows the present performance and promotability for each position’s potential replacement.
  • #14 The employer should secure all its employee data. Much of the data is personal (such as Social Security numbers and illnesses). Legislation gives employees legal rights regarding who has access to information about them.
  • #15 If there won’t be enough inside candidates to fill the anticipated openings (or you want to go outside for another reason), you will turn to outside candidates.
  • #16 It’s hard to overemphasize the importance of effective recruiting. It’s easy to assume that recruiting is easy—that all you need do is place a few ads on the Web. Nothing could be farther from the truth. Several things make it more complex.
  • #17 Assuming the company authorizes you to fill a position, the next step is to build up, through recruiting, an applicant pool. Employee recruiting means finding and/or attracting applicants for the employer’s open positions.
  • #18 Should you centralize your firm’s recruitment efforts, or let each plant or office do their own recruiting? Reasons for doing so appear on this slide.
  • #19 Measuring recruiting effectiveness requires deciding what recruiting outcomes to measure and how to measure them.
  • #20 Figure 5-6 illustrates an example of an employer’s use of a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees.
  • #21 Recruiting of current employees, or “hiring from within,” is often the best source of candidates. However, there are advantages and disadvantages to using internal candidates.
  • #22 Hiring from within ideally relies on job posting and the firm’s skills inventories. Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards). These postings list the job’s attributes, like qualifications, supervisor, work schedule, and pay rate. Qualifications skills banks also play a role. For example, the database may reveal persons who have potential for further training or who have the right background for the open job.
  • #23 Firms can’t always get all the employees they need from their current staff, and sometimes they just don’t want to. This slide lists some of the sources that firms use to find outside candidates.
  • #24 Most people today go online to look for jobs. For most employers and for most jobs, Internet-based recruiting is by far the recruiting source of choice. Most employers recruit through their own Web sites, or use job boards. Figure 5-7 highlights some top online recruiting job boards.
  • #25 Internet recruiting is a cost-effective way to publicize openings; it generates more responses quicker and for a longer time at less cost than just about any other method. However, Internet recruiting can present problems such as discrimination, application overload, and privacy.
  • #26 The best Web ads don’t just transpose newspaper ads to the Web. Figure 5-8 shows both an example of an ineffectively recycled print ad and an effective Web ad.
  • #27 While Web-based recruiting is rapidly replacing help wanted ads, a glance at almost any paper or business or professional magazine will confirm that print ads are still popular. To use help wanted ads successfully, employers have to address two issues: the advertising medium and the ad’s construction.
  • #28 Figure 5-9 shows an ad from one classified section. Why does this ad attract attention? The phrase “next key player” certainly helps. Employers usually advertise key positions in display ads like this.
  • #29 There are three main types of employment agencies: (1) public agencies operated by federal, state, or local governments; (2) agencies associated with nonprofit organizations; and (3) privately owned agencies.
  • #30 Private employment agencies are important sources of clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place. Most are “fee-paid” jobs, in which the employer pays the fee.
  • #31 Using employment agencies requires avoiding potential pitfalls. For example, the employment agency’s screening may let poor applicants go directly to the supervisors responsible for hiring, who may in turn naively hire them. Conversely, improper screening at the agency could block potentially successful applicants.
  • #32 Employers increasingly supplement their permanent workforces by hiring contingent or temporary workers, often through temporary help employment agencies. Also known as part-time or just-in-time workers, the contingent workforce is big and growing. The contingent workforce isn’t limited to clerical or maintenance staff. It includes thousands of engineering, science, or management support occupations, such as temporary chief financial officers, human resource managers, and CEOs.
  • #33 Employers have long used “temps” to fill in for permanent employees who were out sick or on vacation. But the desire for ever-higher productivity also contributes to temp workers’ growing popularity. Productivity is measured in terms of output per hour paid. Many firms also use temporary hiring to give prospective employees a trial run before hiring them as regular employees.
  • #34 When working with temporary agencies, employers should ensure that these basic policies and procedures are in place.
  • #35 To make temporary relationships as successful as possible, managers supervising temps should understand these employees’ main concerns.
  • #36 Figure 5-10 summarizes some of the legal guidelines for dealing with temporary workers.
  • #37 Outsourcing and offshoring are perhaps 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.
  • #38 Executive recruiters (also known as headhunters) are special employment agencies retained by employers to seek out top-management talent for their clients. For executive positions, headhunters may be your only source of candidates. The employer always pays the fees.
  • #39 College recruiting—sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class—is an important source of management trainees and professional and technical employees.
  • #40 Employee referral campaigns are an important recruiting option. A firm may post announcements of openings and requests for referrals on its Web site, bulletin, and/or wallboards.
  • #41 Employee referrals and walk-ins are both viable sources of applicants.
  • #42 Figure 5-11 summarizes a survey of best recruiting sources. Internet job boards garnered the most votes, followed by professional/trade job boards and employee referral programs.
  • #43 Table 5-1 lists research findings that reveal several guidelines employers can use to improve their recruiting efforts’ effectiveness.
  • #44 Some employers have separate tools or systems for each element. However, several ATS providers integrate these elements into one comprehensive employee recruitment system.
  • #45 Recruiting a diverse workforce isn’t just socially responsible. Given globalization and the rapid increase in minority, older worker, and women candidates, it is a necessity.
  • #46 With a pool of applicants, the prescreening process can begin. The application form is usually the first step in this process (some firms first require a brief, prescreening interview or online test). A filled-in application provides four types of information listed in the slide.
  • #47 Carefully review application forms to ensure that they comply with equal employment opportunity laws in the proper use of questions that the applicant is asked to answer.
  • #48 In choosing what to ask on the application, some experts suggest using a two-stage process. Ascertain the applicant qualification for the job, and then make a conditional job offer.
  • #49 You may ask acceptable conditional job offer questions like those in Figure 5-13 once the candidate has passed the “second stage” conditions of the conditional job offer.