Transcript Personnel Planning and Recruiting

5
Personnel Planning
and Recruiting
Chapter 5-1
Copyright © 2013 Pearson
Education
Learning Objectives
1. List the steps in the recruitment and
selection process.
2. Explain the main techniques used in
employment planning and forecasting.
3. Explain and give examples for the need
for effective recruiting.
Chapter 5-2
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Learning Objectives
4.
5.
6.
7.
Name and describe the main internal
sources of candidates.
List and discuss the main outside sources of
candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse
workforce.
Chapter 5-3
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The steps in the recruitment
and selection process.
Chapter 5-4
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The steps in the recruitment
and selection process.
Job analysis identifies the duties and human
requirements for each of the company’s jobs. The
next step is to decide which of these jobs you need
to fill, and to recruit and select employees for
them.
Chapter 5-5
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The Five Steps
1.Decide
what
positions
to
fill,
through
workforce/personnel planning and forecasting.
2.Build a pool of candidates for these jobs, by recruiting
internal or external candidates.
3.Have candidates complete application forms and
perhaps undergo initial screening interviews.
4.Use selection tools like tests, background investigations,
and physical exams to identify viable candidates.
5.Decide who to make an offer to, by having the
supervisor and perhaps others interview the candidates
Chapter 5-6
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Steps in the Recruitment and Selection Process
FIGURE 5-1
7
Linking Employer’s Strategy to Plans
FIGURE 5-2
8
Explain the main techniques
used in employment planning
and forecasting.
Chapter 5-9
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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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Workforce Planning and Forecasting
• Strategy and workforce planning
• Forecasting personnel needs (labor
demand)
– Trend analysis
– Ratio analysis
– The scatter plot
– Markov analysis
Chapter 5-11
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Like all plans, personnel plans require some forecasts or estimates.
In this case, the forecasts involve: personnel needs, the supply of
inside candidates, and the likely supply of outside candidates. The
basic workforce planning process is to forecast the employer’s
demand for labor and supply of labor. Next, identify supplydemand gaps and develop action plans to fill the projected gaps.
Trend analysis means studying variations in the firm’s employment
levels over the last few years.
Another simple approach, ratio analysis, means making forecasts
based on the historical ratio between two variables. One example
might include some causal factor (like sales volume) and 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.
Markov analysis involves creating a matrix that shows the
probabilities that employees in a chain of feeder positions
for a key job. “Feeder” positions are those to which a job
incumbent may likely be promoted. For example a junior
engineer is a feeder position for an engineer. An engineer is
a feeder position for a senior engineer who might be
promoted to engineering supervisor, and so forth
Forecasting the Supply of Inside
Candidates
Qualification
Inventories
Manual
Systems and
Replacement
Charts
Computerized
Information
Systems
• Privacy
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• Manual systems are used primarily for smaller employers. For
example, a personnel inventory and development record form
compiles qualifications information on each employee. It will
show the present performance and promotability for each
position’s potential replacement.
• Larger firms obviously can’t track the qualifications of
hundreds or thousands of employees manually. Larger
employers therefore computerize this information. One
software system is Survey Analytics’ Skills Inventory Software.
• As far as keeping information secure the employer should
secure all its employee data.
Chapter 5-15
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Forecasting the Supply of Outside
Candidates
• Talent management
• Action planning for labor
supply and demand
• The recruiting yield
pyramid
Chapter 5-16
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• A talent management philosophy requires paying continuous
attention to workforce planning issues. Managers call this
newer, continuous workforce planning approach predictive
workforce monitoring.
• Workforce planning should logically culminate in a workforce
action plan. This lays out the employer’s projected workforce
demand–supply gaps, as well as staffing plans for filling the
necessary positions.
• The recruiting yield pyramid is based on experience and solid
record-keeping. In our example, if a company needs 50 entrylevel accountants, using the pyramid, it will need to generate
approximately 1,200 leads to fill the new-hire requirement.
Chapter 5-17
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Explain and give examples
for the need for effective
recruiting.
Chapter 5-18
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The Need for Effective Recruiting
• Why recruiting is important
• What makes recruiting a challenge?
• Organizing how you recruit
– The supervisor’s role
Chapter 5-19
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Employee recruiting means finding and/or attracting
applicants for the employer’s open positions.
• Why Recruiting Is Important – Finding the best
employees takes time, and being effective is crucial to
organizational success.
• Effective recruiting allows a company to fill open
positions & hiring better talent than competitors more
quickly
• The justified belief is that the better the employees,
the better the company. Even with high unemployment
rates, finding qualified employees can be difficult.
Chapter 5-20
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Effective recruiting is a challenge for several reasons.
• First, some recruiting methods are superior to
others.
• Second, the success you have recruiting depends on
non-recruitment issues and policies.
• Third, employment law prescribes what you can and
cannot do when recruiting.
Chapter 5-21
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• For many firms, it’s simply much easier to recruit
centrally for many reasons: 1st to apply the
company’s strategic priorities company-wide, 2nd to
reduce duplication, 3rd the widening use of the
Internet.
• With respect to the role of the supervisor in
recruiting, the HR manager charged with filling an
open position is seldom very familiar with the job
itself. Someone has to tell this person what the
position really entails, and what key things to look or
watch out for. Only the position’s supervisor can do
this.
Chapter 5-22
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Name and describe the main
internal sources of
candidates.
Chapter 5-23
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Internal Sources of Candidates
•
•
•
•
Using internal sources
Finding internal candidates
Rehiring
Succession planning
– Identify key needs
– Develop inside candidates
– Assess and choose
Chapter 5-24
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Internal Candidates: Hiring from Within
Advantages
• Foreknowledge of candidate’s
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
• Family business successions
promote continuity
Disadvantages
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will not
be considered
• In the Arab world, only 50% of
the 80% of family businesses
have succession plans
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Rehiring former employees has its pros and cons also.
On the positive side, they are known quantities and are
already familiar with the organization.
But former employees may return with negative
attitudes. Current employees may perceive that the
way to get ahead is to leave and come back. This is
often the case if the rehires return at higher levels or
salaries.
Chapter 5-26
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Succession planning ensures a suitable supply of
successors for senior or key jobs. It can include the
following activities:
• Determining the projected need for managers and
professionals
• Auditing current executive talent
• Planning individual career paths
• Offering career counseling
• Planning for accelerated promotions
• Providing
performance-related
training
and
development
• Planning strategic recruitment
• Actually filling the positions.
Chapter 5-27
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List and discuss the main
outside sources of
candidates.
Chapter 5-28
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Outside Sources of Candidates
Locating Outside Candidates
1
Recruiting via the Internet
5
Executive Recruiters
2
Advertising
6
On-Demand Recruiting
Services (ODRS)
3
Employment Agencies
7
College Recruiting
4
Offshoring/Outsourcing
8
Referrals and Walk-Ins
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• For most employers and for most jobs, Internetbased recruiting is by far the recruiting source of
choice. There are other web recruiting practices that
include Social networking which provides recruiting
assistance, especially for mid-level and higher
management positions, networking sites, an
organization’s personal recruiting website, and
virtual job fairs. These can generate more responses
more quickly and for less cost. However, they have
their disadvantages, such as less diversity of
applicants.
Chapter 5-30
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Outside Sources of Candidates (cont)
•
Recruiting via the Internet
-
Advantages
○ Cost-effective way to publicize job openings
○ More applicants are 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
○ Excessive number of unqualified applicants
○ Personal information privacy concerns of applicants
Lack of relevant information
Using mandatory formatting for resumes
Privacy issues
Difficulty in using the site
Slow feedback from employers
-
o
o
o
o
o
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• Advertising – While the internet is used a great deal,
there are still reasons for using print-based ads. The
best medium (internet, newspaper, etc.) should be
selected based on the positions for which you are
recruiting.
For example, if you are seeking a highly specialized
researcher, then advertising in the appropriate
professional journal is your best bet.
Chapter 5-32
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Develop a help wanted ad
Chapter 5-33
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Writing the Ad
•
•
•
•
Attention
Interest
Desire
Action
Chapter 5-34
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• Why does this ad attract attention? The phrase “next
key player ”certainly helps. Next, develop interest in
the job. In our ad, asking if you want to make an
impact probably creates interest.
• Create desire by spotlighting words such as travel or
challenge. Finally, the ad should prompt action with a
statement like “call today.” In the ad, writing a cover
letter addressing the question, “Beyond the beans,
what is the role of a plant controller?” is a
challenging requirement for simply applying for the
job.
Chapter 5-35
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Employment Agencies
• Public
• Nonprofit agencies
• Private agencies
Chapter 5-36
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Temp Agencies and Alternative
Staffing
• Pros and cons
• What supervisors should know about
temporary employees’ concerns
• Legal guidelines
• Alternative staffing
Chapter 5-37
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• The benefits of contingency staffing include increases
in overall productivity, and time and expenses saved
by not having to recruit, train, and document new
employees. Many employers use temporary agencies
as a way to “test drive” prospective employees
before hiring them.
• Some of the major concerns of temporary employees
include being treated in adehumanizing and
discouraging way and worrying about the lack of
insurance and pension benefits.
Chapter 5-38
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• Understanding the difference between contract
workers and employees is very important. Let the
temp agency assume as much responsibility for the
temporary employee as possible. This helps to create
a clear line between temps and employees at the
worksite.
• Alternative staffing, such as temporary employees,
refers to the use of nontraditional recruitment
sources.
Chapter 5-39
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Other Sources of Candidates
• Offshoring and outsourcing jobs
• Executive recruiters
– Pros and cons
– Guidelines
• On-demand recruiting services
Chapter 5-40
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• Hiring workers abroad is becoming more and more
common. Offshoring has to do with taking advantage of
the lower costs of doing business outside of the U.S. This
includes the wages paid as well as the lower costs of raw
materials, energy sources, and the like.
• Executive recruiters, also called headhunters, are special
employment agencies hired by employers to seek out topmanagement talent for their clients. There are two types
of executive recruiters: contingent and retained.
Contingent headhunters are paid on a commission basis.
Retained recruiters are paid for their ongoing services
whether or not a candidate they present is hired. There is
occasional overlap between the two, however.
Chapter 5-41
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• Recruiters can be useful and save time and other resources
for the company. However, some recruiters may be more
interested in persuading managers to hire a candidate than
in finding the right one.
• Guidelines – Make sure the recruiting firm is capable,
meet the individual who will handle the assignment, and
ask how much the firm charges. Never rely on the recruiter
to do all the reference checking.
• On-demand recruiting services (ODRS) provide short-term
specialized recruiting assistance to support specific
projects without the expense of hiring traditional retained
search firms. They are recruiters who are paid by the hour
or project, instead of a percentage fee.
Chapter 5-42
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• College Recruiting involves sending employers’
representatives to college campuses to prescreen
applicants. It has two main goals. One is to determine if a
candidate is worthy of further consideration. The other is
building close ties with a college’s career center.
• College recruiting
– On-campus recruiting goals
– The on-site visit
– Internships
• They also create an applicant pool of management
trainees promotable candidates, and professional and
technical employees.
Chapter 5-43
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• Employee referral campaigns are an important recruiting
option. Here the employer posts announcements of
openings and requests for referrals on its Web site,
bulletin, and/or wallboards. It often offers prizes or cash
awards for referrals that lead to hiring. Referrals tend to
generate high-quality candidates.
* Referrals from current employees yield applicants who
are less likely to leave and more likely to perform better.
• Telecommuters work from home for a particular firm
that may provide equipment and even furniture for the
home office.
Chapter 5-44
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Other Issues
• Recruiting source use
and effectiveness
• Measuring recruiting
effectiveness
Chapter 5-45
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Recruiting source use and effectiveness &
Measuring recruiting effectiveness
• In terms of what to measure, one question is “How many
applicants did we generate through each of our
recruitment sources?”
• The problem is that generating more applicants is not
always better. The employer needs qualified, hirable
applicants, not just applicants. The applicant tracking
system should help compare recruiting sources. However,
about30% of them lack the necessary tools to effectively
pinpoint source of hire.
Chapter 5-46
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Explain how to recruit a more
diverse workforce.
Chapter 5-47
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Recruiting a More Diverse Workforce
•
•
•
•
•
Single parents
Older workers
Recruiting minorities
Welfare-to-work
Disabled workers
Chapter 5-48
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Developing and Using Application
Forms
Uses of Application
Information
Applicant’s
education and
experience
Applicant’s
progress and
growth
Applicant’s
employment
stability
Applicant’s
likelihood of
success
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Developing and Using Application
Forms
•
•
•
•
•
Purpose of application forms
Application guidelines
Application forms and EEO law
Predicting job performance
Mandatory arbitration
Chapter 5-50
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• Application forms are a good way to quickly collect
verifiable and fairly accurate historical data from the job
candidate.
• Organizations should request detailed information about
each prior employer. This should include the name of the
supervisor, email address and phone number. Such
information is essential for reference checking.
• Some firms use application forms to predict which candidates
will be successful. They also try to find the relationship
between:
(1) responses on the application form, and
(2) measures of success on the job.
** Finally, binding arbitration is often a requirement to settle
disputes that may arise in the future.
Chapter 5-51
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