April 28 Ch 4 - Wartburg College
Download
Report
Transcript April 28 Ch 4 - Wartburg College
© 2003 Prentice Hall, Inc.
4-1
Chapter 4
Personnel Planning and
Recruiting
Instructor presentation questions: [email protected]
4-2
© 2003 Prentice Hall, Inc.
What You Should Be Able to
Do
Explain the main techniques used in
employment planning and forecasting
Name and describe the main internal sources
of candidates
List and discuss the main outside sources of
candidates
Explain how to recruit a more diverse
workforce
Develop an application blank
© 2003 Prentice Hall, Inc.
4-3
Employment
planning and
forecasting
Steps in Recruitment and
Selection Process
Recruiting
builds pool of
candidates
Applicants
complete
application
form
Selection tools like
tests screen out
most applicants
Supervisors and
others interview final
candidates to make
final choice
© 2003 Prentice Hall, Inc.
4-4
EMPLOYMENT PLANNING
AND FORECASTING
Employment or personnel
planning is the process of
deciding what positions
the firm will have to fill,
and how to fill them.
Also known as HR
Planning
© 2003 Prentice Hall, Inc.
4-5
How to Forecast
Personnel Needs
Project revenues first then estimate the
size of the staff required to achieve it
Staffing plans also must reflect:
Projected turnover
Quality and skills of your employees
Strategic decisions
Technological and other changes
Financial resources
© 2003 Prentice Hall, Inc.
4-6
Methods to Predict Employment
Needs
Scatter plot shows projected staff size
1400
Number of nurses
Trend analysis
Ratio analysis
Scatter plot
Managerial
judgment plays a
big role
1200
1000
800
600
400
200
0
0
500
1000
Hospital size (# of beds)
1500
© 2003 Prentice Hall, Inc.
4-7
Using Computers to Forecast
Personnel Requirements
Computerized forecast
Determination of future staff
needs by projecting sales,
volume of production, and
personnel required to
maintain this volume of
output, using software
packages
© 2003 Prentice Hall, Inc.
4-8
Forecasting the Supply of
Inside Candidates
Qualifications inventories
Manual or computerized records listing
employees’ education, career and
development interests, languages, special
skills, and so on, to be used in selecting
inside candidates for promotion
© 2003 Prentice Hall, Inc.
4-9
Markov Analysis
Mach
Inspec Supv
Gen S.
.7
.0
.0
.0
Inspec .1
.8
.1
.1
Supv
.0
.1
.7
.0
Gen. S .0
.0
.1
.8
Leave
.1
.1
.1
Mach
.2
Boxes represent % chance remain in job after one year or leave
© 2003 Prentice Hall, Inc.
4-10
Markov Analysis Supply Analysis
Mach Inspec Supv Gen S. End Yr
Mach
100
.7
70
.0
0
.0
0
Inspec
20
Supv
10
Gen. S
5
Leave
.1
10
.8
16
.1
1
.0
0
.0
0
.0
0
.1
2
.7
7
.1
.5
9.5
.0
.0
0
.1
1
.8
4
4.5
.2
.1
.1
from 135
20
2
1
.1
.5
23.5
111
70
27
© 2003 Prentice Hall, Inc.
4-11
Manual Systems and
Replacement Charts
Personnel inventory &
development record help
track employee
qualifications
Personnel replacement
charts are often used for
filling a company’s top
positions
© 2003 Prentice Hall, Inc.
4-12
Forecasting the Supply of
Inside Candidates
Personnel replacement charts
Company records showing present
performance and promotability of inside
candidates for the most important positions
© 2003 Prentice Hall, Inc.
4-13
Forecasting the Supply of
Inside Candidates
Position replacement card
A card prepared for each position in a
company to show possible replacement
candidates and their qualifications
© 2003 Prentice Hall, Inc.
4-14
Computerized Information
Systems
Work experience
codes
Product knowledge
Industry experience
Formal education
Training courses
Foreign language skills
Relocation limitations
Career interests
Performance
appraisals
Skills
4-15
© 2003 Prentice Hall, Inc.
Management Replacement
Chart
© 2003 Prentice Hall, Inc.
4-16
The Matter of Privacy
Several things make it important to protect
employee information:
Computerized information systems
Network access makes this information available
Legislation
Federal Privacy Act of 1974
New York Personal Privacy Act of 1985
Access matrices may help
© 2003 Prentice Hall, Inc.
4-17
Forecasting the Supply of
Outside Candidates
Monitoring general
economic conditions
Business Week,
Fortune, Economist
and Wall Street Journal
U.S. Government
© 2003 Prentice Hall, Inc.
4-18
Effective Recruiting: The
Yield Pyramid
New hires
Offers made (2 : 1)
Interviewed (3 : 2)
Invited (4 : 3)
Leads generated (6 : 1)
4-19
© 2003 Prentice Hall, Inc.
Internal Sources of
Candidates
No substitute for knowing a candidate’s
strengths and weaknesses
Inside candidates may be more
committed to the company and can
increase morale
Can backfire
Can promote inbreeding
© 2003 Prentice Hall, Inc.
4-20
Finding Candidates
Position Requisition must be OKed
Job posting
publicizing the open job to employees and
listing its attributes like qualifications,
supervisor, work schedule, and pay rate
Rehiring former employees
an option today due to the tight labor market
© 2003 Prentice Hall, Inc.
4-21
Finding Internal Candidates
Succession planning: ensuring a suitable
supply of successors for future senior jobs
Planning includes:
Determine projected need
Audit current talent
Planning career paths
Career counseling
Accelerated promotions
Performance related training
Planned strategic recruitment
Filling
© 2003 Prentice Hall, Inc.
4-22
Outside Sources of
Candidates
Advertising – the
advertising media and ad
content
Select the best media –
local paper, WSJ, TV, or
internet depending on the
position
© 2003 Prentice Hall, Inc.
4-23
Outside Sources of Candidates
American
Psychologi
st
THE WALL STREET JOURNAL
© 2003 Prentice Hall, Inc.
4-24
Ad Construction
Use the AIDA guide
(attention, interest,
desire, and action) to
construct ads
Be creative - use of ad
agencies might help
develop and promote a
companies image
© 2003 Prentice Hall, Inc.
4-25
Employment Agencies
Types of agencies:
Public agencies and
non profit
Private agencies
4-26
© 2003 Prentice Hall, Inc.
How to Avoid Problems With
Employment Agencies
Provide full and accurate job description
Specify the screening tools to use
Review data on candidates accepted or
rejected by your firm and by the agency
Develop a long-term relationships with
one or more agencies
Screen the agency
© 2003 Prentice Hall, Inc.
4-27
Temp Agencies
Alternative staffing often used to
supplement a permanent workforce
One year 100,000 people found temp
work in engineering, science and
management support
© 2003 Prentice Hall, Inc.
4-28
Guidelines for Success
• Some temp workers felt
Dehumanized
Insecure
Worried
Misled
“Underemployed”
Angry
4-29
© 2003 Prentice Hall, Inc.
Guidelines for Temp Workers
Honest information
Policies for fair treatment
Use independent contractors and permanent
part-time workers
Consider impact on permanent workers
Provide training and orientation
Beware of legal snares in your payroll
decisions
4-30
© 2003 Prentice Hall, Inc.
Policies to Use With
Agencies
Invoicing
Time sheets
Temp-to-perm policy
Recruitment of and benefits for temp
employees
Dress code
EEO statement
Job description information
© 2003 Prentice Hall, Inc.
4-31
Executive Recruiters
Headhunters
Special employment agencies used to seek
out top management and technical talent
Internet databases have shortened time
required to find talent
Online executive recruiting firm
futurestep
4-32
© 2003 Prentice Hall, Inc.
Tips on Choosing a
Recruiter
Can they conduct a thorough search?
Meet individual who will handle the search
Ask about the cost
Be sure you can trust them
with privileged information
Talk to prior clients
© 2003 Prentice Hall, Inc.
4-33
Outside Hiring
College recruiting goals are:
Attract good candidates
Cull candidates for further
consideration
Onsite visits
Internships
Referrals and walk-ins
© 2003 Prentice Hall, Inc.
4-34
Campus Interview Report
Name of person interviewed
Applying for position
Department
Qualifications
Excellent
Satisfactory
Communication
Education
Related Experience
Interpersonal Skills
Problem Solving Skills
Adaptable to change
Comments:
Completed by
Poor
4-35
© 2003 Prentice Hall, Inc.
Recruiting on the Net
•Many companies are turning to the Internet as a
recruiting tool
• Corporate and employment web pages are one approach
• Internet recruiting is cost effective and timely
careerbuilder
© 2003 Prentice Hall, Inc.
4-36
Network Recruiting
Resources
Visit these sites.
computerjobs.com
© 2003 Prentice Hall, Inc.
4-37
Internet Recruiting
While monster.com may have 5
million online resumes there
may be 2-3x that on the internet
Go to
Conduct searches for specific areas
and talents
Tripod and Yahoo also search
resume databases for locating
possible employees
© 2003 Prentice Hall, Inc.
4-38
Recruiting High-tech
GE medical is an industry leader which
illustrates the best practices of recruiting
high-tech workers
GE medical applies benchmarked
purchasing techniques to dealing with
recruiters
Recruitsoft powers enterprise recruiting
© 2003 Prentice Hall, Inc.
4-39
Recruiting a More Diverse
Workforce
Recruiting single parents – you
must understand their concerns
Older workers – 80% of baby
boomers will work beyond
retirement age
Check policies – don’t force
oldsters to leave
Use flexible work options
Remake suitable jobs
Offer customized benefit plans
© 2003 Prentice Hall, Inc.
4-40
Older Workers As a Source
of Candidates
Supply and demand
Retirees will double to 4 million
Fewer young people entering the workforce
Practicality
Physical and cognitive abilities
Drop in absenteeism
4-41
© 2003 Prentice Hall, Inc.
Recruiting a More Diverse
Workforce
Recruiting minorities and women
– formulate comprehensive plans
Welfare-to-work – the key is
training
Searching globally – many global
companies actively recruit foreign nationals
4-42
© 2003 Prentice Hall, Inc.
Developing Application
Forms
Application forms provide 4 types of info
Does candidate have the necessary education or
experience ?
Provides applicants previous progress and growth
Provides previous work record to assess the applicants
suitability
Application data can determine if applicant will succeed
© 2003 Prentice Hall, Inc.
4-43
Developing Application
Forms
Must NOT have questions in an application
form to be EEO compliant
Education dates
Arrest record
Relationship of a “notify in case of emergency”
Membership in organizations
Physical handicaps
Marital status
Housing status
4-44
© 2003 Prentice Hall, Inc.
Sample Applications
Governor's Job Bank
South Carolina State Government
Application for Employment
Federal Employment Application
4-45
© 2003 Prentice Hall, Inc.
Applications to Predict Job
Performance
Much like screening, some firms use job
applications as a tool to predict future
performance
They conduct statistical studies to find
relationships between responses and
success
Risk here is asking overly intrusive
question
4-46
© 2003 Prentice Hall, Inc.
Summary of Chapter
Steps in recruitment and selection
process
Employment planning and forecasting
How to forecast personnel needs
Methods to predict employment needs
4-47
© 2003 Prentice Hall, Inc.
Summary of Chapter (Cont.)
Using computers to forecast personnel
requirements
Forecasting the supply of inside
candidates
Computerized information systems
Management replacement chart
4-48
© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
Forecasting the supply of outside
candidates
Effective recruiting: the yield pyramid
Internal sources of candidates
Finding internal candidates
Outside sources of candidates
4-49
© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
Employment agencies
How to avoid problems with employment
agencies
Temp agencies
Guidelines for success
Guidelines for temp workers
Policies to use with agencies
4-50
© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
Executive recruiters
Tips on choosing a recruiter
Outside hiring
Internet recruiting
Recruiting high-tech
Recruiting a more diverse workforce
Older workers as a source of candidates
© 2003 Prentice Hall, Inc.
4-51
Summary Slide (Cont.)
Developing application
forms
Sample applications
Applications to predict job
performance