Dessler ch 05-personnel planning and recruiting

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
1
Human ResourceHuman Resource
ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
© 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc.
All rights reserved.All rights reserved.
Personnel Planning and RecruitingPersonnel Planning and Recruiting
Chapter 5Chapter 5
Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. All rights reserved. 5–2
The main points of this lecture are;The main points of this lecture are;
1.1. Explain the main techniques used inExplain the main techniques used in
employment planning andemployment planning and
forecasting.forecasting.
2.2. List and discuss the main outsideList and discuss the main outside
sources of candidates.sources of candidates.
3.3. Effectively recruit job candidates.Effectively recruit job candidates.
4.4. Name and describe the main internalName and describe the main internal
sources of candidates.sources of candidates.
5.5. Develop a help wanted ad.Develop a help wanted ad.
6.6. Explain how to recruit a more diverseExplain how to recruit a more diverse
workforce.workforce.

Job analysis defines the duties andJob analysis defines the duties and
human requirements of the company`shuman requirements of the company`s
jobs.jobs.
The next step is to select and recruitThe next step is to select and recruit
the employees.the employees.
Employee selection and recruitmentEmployee selection and recruitment
process requires a series of hurdlesprocess requires a series of hurdles

The Recruitment and SelectionThe Recruitment and Selection
ProcessProcess
- Decide what positions to fill through- Decide what positions to fill through
personnel planning and forecastingpersonnel planning and forecasting..
- Build a candidate pool by- Build a candidate pool by recruitingrecruiting
internal or external candidates.internal or external candidates.

- Have candidates complete- Have candidates complete
application formsapplication forms and undergo initialand undergo initial
screening interviews.screening interviews.
- Use- Use selection toolsselection tools to identify viableto identify viable
candidates.candidates.
- Decide who to make an offer to, by- Decide who to make an offer to, by
having the supervisor and othershaving the supervisor and others
interviewinterview the candidatesthe candidates

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.

FIGURE 5–2 Linking Employer’s Strategy to Plans

Planning and ForecastingPlanning and Forecasting
• Employment or Personnel PlanningEmployment or Personnel Planning
The process of deciding whatThe process of deciding what
positions the firm will have to fill,positions the firm will have to fill,
and how to fill them.and how to fill them.
• Succession PlanningSuccession Planning
The process of deciding how to fillThe process of deciding how to fill
the company’s most importantthe company’s most important
executive jobs.executive jobs.

• What to Forecast?What to Forecast?
Overall personnel needsOverall personnel needs
The supply of inside candidatesThe supply of inside candidates
The supply of outside candidatesThe supply of outside candidates

Forecasting Personnel NeedsForecasting Personnel Needs
Trend
Analysis
Scatter
Plotting
Forecasting
Tools
Ratio
Analysis

FIGURE 5–3
Determining the
Relationship
Between Hospital
Size and Number
of Nurses
Note: After fitting the
line, you can project
how many employees
you’ll need, given your
projected volume.
Size of Hospital
(Number
of Beds)
Number of
Registered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860

Drawbacks to TraditionalDrawbacks to Traditional
Forecasting TechniquesForecasting Techniques
• They focus on projections andThey focus on projections and
historical relationships.historical relationships.
• They do not consider the impact ofThey do not consider the impact of
strategic initiatives on future staffingstrategic initiatives on future staffing
levels.levels.

• They support compensation plansThey support compensation plans
that reward managers forthat reward managers for
managing ever-larger staffs.managing ever-larger staffs.
• They “bake in” the idea that staffThey “bake in” the idea that staff
increases are inevitable.increases are inevitable.
• They validate and institutionalizeThey validate and institutionalize
present planning processes andpresent planning processes and
the usual ways of doing things.the usual ways of doing things.

Using Computers to ForecastUsing Computers to Forecast
Personnel RequirementsPersonnel Requirements
• Computerized ForecastsComputerized Forecasts
Software that estimates futureSoftware that estimates future
staffing needs by:staffing needs by:
Projecting sales, volume ofProjecting sales, volume of
production, and personnelproduction, and personnel
required to maintain differentrequired to maintain different
volumes of output.volumes of output.

Forecasting staffing levels forForecasting staffing levels for
direct labor, indirect staff, anddirect labor, indirect staff, and
exempt staff.exempt staff.
Creating metrics for direct laborCreating metrics for direct labor
hours and three sales projectionhours and three sales projection
scenarios—minimum, maximum,scenarios—minimum, maximum,
and probable.and probable.

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

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

The Matter of PrivacyThe Matter of Privacy
• Ensuring the Security of HR InformationEnsuring the Security of HR Information
 Control of HR information through access matricesControl of HR information through access matrices
 Access to records and employee privacyAccess to records and employee privacy
• Legal ConsiderationsLegal Considerations
 The Federal Privacy Act of 1974The Federal Privacy Act of 1974
 New York Personal Privacy Act of 1985New York Personal Privacy Act of 1985
 HIPAAHIPAA
 Americans with Disabilities ActAmericans with Disabilities Act

Forecasting Outside CandidateForecasting Outside Candidate
SupplySupply
• Factors In Supply of OutsideFactors In Supply of Outside
CandidatesCandidates
General economic conditionsGeneral economic conditions
Expected unemployment rateExpected unemployment rate

• Sources of InformationSources of Information
Periodic forecasts in businessPeriodic forecasts in business
publicationspublications
Online economic projectionsOnline economic projections

Effective RecruitingEffective Recruiting
• External Factors Affecting RecruitingExternal Factors Affecting Recruiting
Supply of workersSupply of workers
Outsourcing of white-collar jobsOutsourcing of white-collar jobs
Fewer “qualified” candidatesFewer “qualified” candidates

• Other Factors Affecting RecruitingOther Factors Affecting Recruiting
Consistency of recruitment withConsistency of recruitment with
strategic goalsstrategic goals
Types of jobs recruited andTypes of jobs recruited and
recruiting methodsrecruiting methods
Nonrecruitment HR issues andNonrecruitment HR issues and
policiespolicies
Successful prescreening ofSuccessful prescreening of
applicantsapplicants
Public image of the firmPublic image of the firm
Employment lawsEmployment laws

• Advantages of CentralizingAdvantages of Centralizing
RecruitmentRecruitment
Strengthens employment brandStrengthens employment brand
Facilitates applying strategicFacilitates applying strategic
prioritiespriorities
Reduces duplication of HR activitiesReduces duplication of HR activities
Reduces cost of new HRReduces cost of new HR
technologiestechnologies
Builds teams of HR expertsBuilds teams of HR experts
Provides better measurement of HRProvides better measurement of HR
performance

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?

• Do you have adequate means of
transportation to get to work?
• Have you had any major illness (treated or
untreated) in the past 10 years?
• 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.)
• What is your educational background?
(The information required here would
depend on the job-related requirements of
the position.)

Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness
What to Measure How to Measure
Evaluating Recruiting
Effectiveness

Advantages of Internal HiringAdvantages of Internal Hiring
• 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

Disadvantages of Internal HiringDisadvantages of Internal Hiring
• Failed applicants become
discontented
• Time wasted interviewing inside
candidates who will not be considered
• Inbreeding strengthens tendency to
maintain the status quo

Finding Internal CandidatesFinding Internal Candidates
Hiring from Within
Job Posting
Succession
Planning
Rehiring Former
Employees

Outside Sources of CandidatesOutside Sources of Candidates
1
2
3
4
5
Advertising
Recruiting via the
Internet
Employment
Agencies
Temp Agencies and
Alternative Staffing
Outsourcing
6
7
8
9
On Demand
Recruiting Services
Executive Recruiters
College Recruiting
By-reference recr.
Locating Outside Candidates

Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)
• Recruiting via the InternetRecruiting via the Internet
AdvantagesAdvantages
Cost-effective way to publicize jobCost-effective way to publicize job
openingsopenings
More applicants attracted over a longerMore applicants attracted over a longer
periodperiod
Immediate applicant responsesImmediate applicant responses
Online prescreening of applicantsOnline prescreening of applicants
Links to other job search sitesLinks to other job search sites
Automation of applicant tracking andAutomation of applicant tracking and
evaluationevaluation

– DisadvantagesDisadvantages
• Exclusion of older and minorityExclusion of older and minority
workersworkers
• Excessive number of unqualifiedExcessive number of unqualified
applicantsapplicants
• Personal information privacyPersonal information privacy
concerns of applicantsconcerns of applicants

FIGURE 5–9 Ineffective and Effective Web Ads
Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.

Advertising for Outside CandidatesAdvertising for Outside Candidates
• The Media ChoiceThe Media Choice
Selection of the best mediumSelection of the best medium
depends on the positions for whichdepends on the positions for which
the firm is recruiting.the firm is recruiting.
Newspapers: local and specificNewspapers: local and specific
labor marketslabor markets

Trade and professional journals:Trade and professional journals:
specialized employeesspecialized employees
Internet job sites: global laborInternet job sites: global labor
marketsmarkets
• Effective AdsEffective Ads
Create attention, interest, desire,Create attention, interest, desire,
and action (AIDA).and action (AIDA).
Create a positive impression of theCreate a positive impression of the
firm.firm.

FIGURE 5–10 Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p.
18.

Employment AgenciesEmployment Agencies
Public
Agencies
Private
Agencies
Types of
Employment
Agencies
Nonprofit
Agencies

Outside Sources of CandidatesOutside Sources of Candidates
(cont’d)(cont’d)
• Why Use a Private EmploymentWhy Use a Private Employment
AgencyAgency
No HR department: firm lacksNo HR department: firm lacks
recruiting and screeningrecruiting and screening
capabilities.capabilities.
To attract a pool of qualifiedTo attract a pool of qualified
applicants.applicants.

To fill a particular opening quickly.To fill a particular opening quickly.
To attract more minority or femaleTo attract more minority or female
applicants.applicants.
To reach currently employedTo reach currently employed
individuals who are moreindividuals who are more
comfortable dealing with agencies.comfortable dealing with agencies.
To reduce internal time devoted toTo reduce internal time devoted to
recruiting.recruiting.

• Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies
 Provide the agency with accurate and complete jobProvide the agency with accurate and complete job
descriptions.descriptions.
 Make sure tests, application blanks, and interviewsMake sure tests, application blanks, and interviews
are part of the agency’s selection process.are part of the agency’s selection process.
 Review candidates accepted or rejected by your firmReview candidates accepted or rejected by your firm
or the agency for effectiveness and fairness ofor the agency for effectiveness and fairness of
agency’s screening process.agency’s screening process.
 Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions.
 Supplement the agency’s reference checking bySupplement the agency’s reference checking by
checking the final candidate’s references yourself.checking the final candidate’s references yourself.

Temp Agencies and Alternative StaffingTemp Agencies and Alternative Staffing
• Benefits of TempsBenefits of Temps
 Increased productivityIncreased productivity—p—paid only when workingaid only when working
 Allows “trial run” for prospective employeesAllows “trial run” for prospective employees
 No recruitment, screening, and payrollNo recruitment, screening, and payroll
administration costsadministration costs
• Costs of TempsCosts of Temps
 Increased labor costs due to fees paid to tempIncreased labor costs due to fees paid to temp
agenciesagencies
 Temp employees’ lack of commitment to the firmTemp employees’ lack of commitment to the firm

Concerns of Temp EmployeesConcerns of Temp Employees
• Dehumanizing, impersonal, and discouraging treatmentDehumanizing, impersonal, and discouraging treatment
by employers.by employers.
• Insecurity about employment and pessimism about theInsecurity about employment and pessimism about the
future.future.
• Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whetherBeing misled about job assignments and whether
temporary assignments are likely to become full-timetemporary assignments are likely to become full-time
positions.positions.
• Being “underemployed” while trying return to the full-Being “underemployed” while trying return to the full-
time labor market.time labor market.
• Anger toward the corporate world and its values;Anger toward the corporate world and its values;
expressed as alienation and disenchantment.expressed as alienation and disenchantment.

FIGURE 5–11 Guidelines for Using Temporary Employees
Source: Adapted from Bohner and Selasco, “Beware the Legal
Risks of Hiring Temps,” Workforce, October 2000, p. 53.
1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should
set pay.
3. Do not coach or counsel a contingent worker on his/her job performance.
Instead, call the person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct
the worker to his or her agency.
5. Do not routinely include contingent workers in your company’s employee
functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee
badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with
contingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for
them directly. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.

Working with a Temp AgencyWorking with a Temp Agency
• Invoicing.Invoicing. Make sure the agency’s invoice fits your company’sMake sure the agency’s invoice fits your company’s
needs.needs.
• Time sheets.Time sheets. The time sheet is a verification of hours worked andThe time sheet is a verification of hours worked and
an agreement to pay the agency’s fees.an agreement to pay the agency’s fees.
• Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a tempWhat is the policy if you want to hire a temp
as a permanent employee?as a permanent employee?
• Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does theHow does the
agency plan to recruit and what sorts of benefits it will it pay?agency plan to recruit and what sorts of benefits it will it pay?
• Dress code.Dress code. Specify the attire at each of your offices or plants.Specify the attire at each of your offices or plants.
• Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from theGet a statement from the
agency that it does not discriminate when filling temp orders.agency that it does not discriminate when filling temp orders.
• Job description information.Job description information. Ensure that the agency understandsEnsure that the agency understands
the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.

Offshoring/Outsourcing White-CollarOffshoring/Outsourcing White-Collar
and Other Jobsand Other Jobs
Political and
Military Instability
Cultural
Misunderstandings
Customers’
security 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
Main
Issues

• Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)
 Contingent-based recruitersContingent-based recruiters
 Retained executive searchersRetained executive searchers
 Internet technology and specialization trendsInternet technology and specialization trends
• Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter
1.1. Make sure the firm is capable of conducting aMake sure the firm is capable of conducting a
thorough search.thorough search.
2.2. Meet individual who will handle your assignment.Meet individual who will handle your assignment.
3.3. Ask how much the search firm charges.Ask how much the search firm charges.
4.4. Never rely solely on the recruiter to do referenceNever rely solely on the recruiter to do reference
checking.checking.

• College RecruitingCollege Recruiting
 On-campus recruitingOn-campus recruiting
goalsgoals
 To determine if theTo determine if the
candidate is worthy ofcandidate is worthy of
further considerationfurther consideration
 To attract goodTo attract good
candidatescandidates
 On-site visitsOn-site visits
 Invitation lettersInvitation letters
 Assigned hostsAssigned hosts
 Information packagesInformation packages
 Planned interviewsPlanned interviews
 Timely employmentTimely employment
offeroffer
 Follow-upFollow-up
 InternshipsInternships

• Employee ReferralsEmployee Referrals
 Referring employees become stakeholders.Referring employees become stakeholders.
 Referral is a cost-effective recruitment program.Referral is a cost-effective recruitment program.
 Referral can speed up diversifying the workforce.Referral can speed up diversifying the workforce.
 Relying on referrals may be discriminatory.Relying on referrals may be discriminatory.
• Walk-insWalk-ins
 Seek employment through a personal directSeek employment through a personal direct
approach to the employer.approach to the employer.
 Courteous treatment of any applicant is a goodCourteous treatment of any applicant is a good
business practice.business practice.

FIGURE 5–12 Best Recruiting Sources
Percentage of employers reporting best-performing
sources for hiring without regard to cost, 2004.
Source: Workforce Management, December 2004, p. 98.
Note: Survey of 2,294 organizations.

Improved Productivity Through HRIS:Improved Productivity Through HRIS:
An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution
Screening Services
Hiring Management
Integrated Employee
Recruitment System

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

Developing and Using Application FormsDeveloping and Using Application Forms
Applicant’s
education and
experience
Applicant’s
likelihood of
success
Applicant’s
progress and
growth
Uses of Application
Information
Applicant’s
employment
stability

FIGURE 5–13
Employment
Application

Application Forms and the LawApplication Forms and the Law
Education
Achievements
Arrest
Record
Notification in
Case of
Emergency
Memberships in
Organizations
Physical
Handicaps
Marital
Status
Housing
Arrangements
Areas of Personal
Information

K E Y T E R M S
employment or personnelemployment or personnel
planningplanning
trend analysistrend analysis
ratio analysisratio analysis
scatter plotscatter plot
computerized forecastcomputerized forecast
qualifications inventoriesqualifications inventories
personnel replacement chartspersonnel replacement charts
position replacement cardposition replacement card
recruiting yield pyramidrecruiting yield pyramid
job postingjob posting
succession planningsuccession planning
alternative staffingalternative staffing
on demand recruiting serviceson demand recruiting services
(ODRS)(ODRS)
application formapplication form

Dessler ch 05-personnel planning and recruiting

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