Human Resource Management 11e.
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Transcript Human Resource Management 11e.
Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 2 | Recruitment and Placement
Chapter 5
Personnel Planning and Recruiting
© 2008 Prentice Hall, Inc.
All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
After studying this chapter, you should be able to:
1. Explain the main techniques used in employment
planning and forecasting.
2. List and discuss the main outside sources of
candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of
candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
© 2008 Prentice Hall, Inc. All rights reserved.
5–2
The Recruitment and Selection Process
1. Decide what positions to fill through personnel
planning and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.
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5–3
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.
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5–4
FIGURE 5–2
Linking Employer’s Strategy to Plans
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5–5
Planning and Forecasting
• Employment or Personnel Planning
The process of deciding what positions the firm
will have to fill, and how to fill them.
• Succession Planning
The process of deciding how to fill the company’s
most important executive jobs.
• What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
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5–6
Forecasting Personnel Needs
Forecasting
Tools
Trend Analysis
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Ratio Analysis
Scatter Plotting
5–7
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
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5–8
Drawbacks to Traditional Forecasting
Techniques
• They focus on projections and historical relationships.
• They do not consider the impact of strategic initiatives
on future staffing levels.
• They support compensation plans that reward
managers for managing ever-larger staffs.
• They “bake in” the idea that staff increases are
inevitable.
• They validate and institutionalize present planning
processes and the usual ways of doing things.
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5–9
Using Computers to Forecast Personnel
Requirements
• Computerized Forecasts
Software that estimates future staffing needs by:
Projecting
sales, volume of production, and
personnel required to maintain different volumes
of output.
Forecasting
staffing levels for direct labor, indirect
staff, and exempt staff.
Creating
metrics for direct labor hours and three
sales projection scenarios—minimum, maximum,
and probable.
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5–10
FIGURE 5–4
Management
Replacement
Chart Showing
Development
Needs of
Potential Future
Divisional Vice
Presidents
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5–11
Forecasting the Supply of
Inside Candidates
Qualification
Inventories
Manual
Systems and
Replacement
Charts
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Computerized
Information
Systems
5–12
The Matter of Privacy
• Ensuring the Security of HR Information
Control of HR information through access matrices
Access to records and employee privacy
• Legal Considerations
The Federal Privacy Act of 1974
New York Personal Privacy Act of 1985
HIPAA
Americans with Disabilities Act
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5–13
FIGURE 5–5
Keeping Data Safe
Since intruders can strike from outside an organization or from within, HR
departments can help screen out potential identity thieves by following four
basic rules:
1.
Perform background checks on anyone who is going to have access to
personal information.
2.
If someone with access to personal information is out sick or on leave,
don’t hire a temporary employee to replace him or her. Instead, bring
in a trusted worker from another department.
3.
Perform random background checks such as random drug tests. Just
because someone passed five years ago doesn’t mean their current
situation is the same.
4.
Limit access to information such as SSNs, health information, and
other sensitive data to HR managers who require it to do their jobs.
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5–14
Forecasting Outside Candidate Supply
• Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
• Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S.
Congressional Budget Office (CBO)
U.S.
Department of Labor’s O*NET™
Bureau
Other
of Labor Statistics (BLS)
federal agencies and private sources
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5–15
Effective Recruiting
• External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer “qualified” candidates
• Other Factors Affecting Recruiting
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Nonrecruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
Employment laws
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5–16
Effective Recruiting (cont’d)
• Advantages of Centralizing Recruitment
Strengthens employment brand
Facilitates applying strategic priorities
Reduces duplication of HR activities
Reduces cost of new HR technologies
Builds teams of HR experts
Provides better measurement of HR performance
Allows for sharing of applicant pools
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5–17
FIGURE 5–6
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.)
© 2008 Prentice Hall, Inc. All rights reserved.
5–18
Measuring Recruiting Effectiveness
Evaluating
Recruiting
Effectiveness
What to
Measure
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How to
Measure
5–19
TABLE 5–1
Selection Devices that Could be Used to Initially Screen Applicants
Selection Device
Validity for Predicting Job
Performance*
Construct
General mental ability tests
0.51
Conscientiousness tests
0.31
Integrity tests
0.41
Method
Work sample tests
0.54
Job knowledge tests
0.48
Structured interviews
0.51
Biographical data
0.35
Grade point average
0.23
Ratings of training and experience
0.11
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing
the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
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5–20
FIGURE 5–7
Recruiting Yield Pyramid
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5–21
Internal Candidates: Hiring from Within
Advantages
• 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
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Disadvantages
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
status quo
5–22
Finding Internal Candidates
Rehiring Former
Employees
Job Posting
Hiring from
Within
Succession
Planning (HRIS)
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5–23
Outside Sources of Candidates
Locating Outside Candidates
1
Recruiting via the Internet
6
Executive Recruiters
2
Advertising
7
On Demand Recruiting
Services (ODRS)
3
Employment Agencies
8
College Recruiting
4
Temp Agencies and Alternative
Staffing
9
Referrals and Walk-ins
5
Offshoring/Outsourcing
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5–24
Outside Sources of Candidates (cont’d)
• Recruiting via the Internet
Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
Disadvantages
Exclusion of older and minority workers
Excessive number of unqualified applicants
Personal information privacy concerns of applicants
© 2008 Prentice Hall, Inc. All rights reserved.
5–25
FIGURE 5–8
Top Job
Boards
Ranked
According
to Average
Number of
Job
Listings
Source: Workforce
Management, May 22,
2006, p. 12.
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5–26
FIGURE 5–9
Ineffective and Effective Web Ads
Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.
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5–27
Advertising for Outside Candidates
• The Media Choice
Selection of the best medium depends on the
positions for which the firm is recruiting.
Newspapers:
local and specific labor markets
Trade
and professional journals: specialized
employees
Internet
job sites: global labor markets
• Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression of the firm.
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5–28
FIGURE 5–10
Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p. 18.
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5–29
Employment Agencies
Types of Employment
Agencies
Public
Agencies
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Nonprofit
Agencies
Private
Agencies
5–30
Outside Sources of Candidates (cont’d)
• Why Use a Private Employment Agency
No HR department: firm lacks recruiting and
screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are
more comfortable dealing with agencies.
To reduce internal time devoted to recruiting.
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5–31
Outside Sources of Candidates (cont’d)
• Avoiding Problems with Employment Agencies
Provide the agency with accurate and complete job
descriptions.
Make sure tests, application blanks, and interviews
are part of the agency’s selection process.
Review candidates accepted or rejected by your firm
or the agency for effectiveness and fairness of
agency’s screening process.
Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by
checking the final candidate’s references yourself.
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5–32
Temp Agencies and Alternative Staffing
• Benefits of Temps
Increased productivity—paid only when working
Allows “trial run” for prospective employees
No recruitment, screening, and payroll
administration costs
• Costs of Temps
Increased labor costs due to fees paid to temp
agencies
Temp employees’ lack of commitment to the firm
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5–33
Concerns of Temp Employees
• Dehumanizing, impersonal, and discouraging treatment
by employers.
• Insecurity about employment and pessimism about the
future.
• Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
• Being “underemployed” while trying return to the fulltime labor market.
• Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
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5–34
FIGURE 5–11
Guidelines for Using Temporary Employees
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.
Source: Adapted from Bohner and Selasco, “Beware the Legal
Risks of Hiring Temps,” Workforce, October 2000, p. 53.
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5–35
Working with a Temp Agency
•
Invoicing. Make sure the agency’s invoice fits your company’s
needs.
•
Time sheets. The time sheet is a verification of hours worked and
an agreement to pay the agency’s fees.
•
Temp-to-perm policy. What is the policy if you want to hire a temp
as a permanent employee?
•
Recruitment of and benefits for temp employees. How does the
agency plan to recruit and what sorts of benefits it will it pay?
•
Dress code. Specify the attire at each of your offices or plants.
•
Equal employment opportunity statement. Get a statement from the
agency that it does not discriminate when filling temp orders.
•
Job description information. Ensure that the agency understands
the job to be filled and the sort of person you want to fill it.
© 2008 Prentice Hall, Inc. All rights reserved.
5–36
Offshoring/Outsourcing White-Collar
and Other Jobs
Political and
Military Instability
Resentment and
anxiety of U.S.
employees/unions
Costs of foreign
workers
Special training of
foreign employees
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Cultural
Misunderstandings
Main
Issues
Customers’
security and
privacy concerns
Foreign contracts,
liability, and legal
concerns
5–37
Outside Sources of Candidates (cont’d)
• Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
• Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a
thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Never rely solely on the recruiter to do reference
checking.
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5–38
Outside Sources of Candidates (cont’d)
• College Recruiting
On-campus recruiting
goals
To determine if the
candidate is worthy of
further consideration
To attract good
candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment
offer
Follow-up
Internships
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5–39
Outside Sources of Candidates (cont’d)
• Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
• Walk-ins
Seek employment through a personal direct
approach to the employer.
Courteous treatment of any applicant is a good
business practice.
© 2008 Prentice Hall, Inc. All rights reserved.
5–40
FIGURE 5–12
Best Recruiting Sources
Note: Survey of 2,294 organizations.
Percentage of employers reporting best-performing
sources for hiring without regard to cost, 2004.
Source: Workforce Management, December 2004, p. 98.
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5–41
Improved Productivity Through HRIS:
An Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution
Integrated Employee
Recruitment System
Screening Services
Hiring Management
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5–42
Recruiting A More Diverse Workforce
Single Parents
The Disabled
Welfare-to-Work
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Older Workers
Minorities and
Women
5–43
Developing and Using Application Forms
Uses of Application
Information
Applicant’s
education and
experience
Applicant’s
progress and
growth
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Applicant’s
employment
stability
Applicant’s
likelihood of
success
5–44
FIGURE 5–13
Employment
Application
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5–45
Application Forms and the Law
Education
Achievements
Arrest
Record
Housing
Arrangements
Areas of
Personal
Information
Marital
Status
Physical
Handicaps
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Notification in
Case of
Emergency
Memberships in
Organizations
5–46
KEY TERMS
employment or personnel
planning
trend analysis
ratio analysis
scatter plot
computerized forecast
qualifications inventories
personnel replacement charts
© 2008 Prentice Hall, Inc. All rights reserved.
position replacement card
recruiting yield pyramid
job posting
succession planning
alternative staffing
on demand recruiting services
(ODRS)
application form
5–47