chap -5 hr planning and recruiting

8/4/2019 Chap -5 HR Planning and Recruiting

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HR Planning and Recruiting

Chapter 5


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After studying this chapter, you should beable to:

1. Explain the main techniques used inemployment planning and forecasting.

2. List and discuss the main outside sources ofcandidates.

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.


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The Recruitment andSelection Process

1. Decide what positions to fill throughpersonnelplanning 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 thesupervisor and others interview the candidates.


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FIGURE 51 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the bestcandidate for the job.


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FIGURE 52 Linking Employers Strategy to Plans


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Planning and Forecasting

Employment or Personnel Planning

The process of deciding what positionsthe firm will have to fill, and how to fill

them.

Succession Planning

The process of deciding how to fill thecompanys most important executive

jobs.

What to Forecast?

Overall personnel needs


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Forecasting PersonnelNeeds

Trend Analysis Scatter Plotting

ForecastingTools

Ratio Analysis


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FIGURE 53Determining

theRelationship

Between

Hospital Sizeand Number ofNurses

Note: After fittingthe line, you canproject how manyemployees youllneed, given your

projected volume.

Size of Hospital(Numberof Beds)

Number ofRegistered

Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860


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Drawbacks to TraditionalForecasting Techniques

They focus on projections and historicalrelationships.

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 doingthings.


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s ng ompu ers oForecast Personnel

Requirements Computerized Forecasts Software that estimates future staffing

needs by:

Projecting sales, volume of production, andpersonnel required to maintain differentvolumes of output.

Forecasting staffing levels for direct labor,indirect staff, and exempt staff.

Creating metrics for direct labor hours andthree sales projection scenariosminimum,

maximum, and probable.


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FIGURE 54ManagementReplacement

Chart ShowingDevelopment

Needs ofPotentialFuture

Divisional VicePresidents

F ti th


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Forecasting theSupply of Inside

Candidates

Manual Systems

andReplacement

Charts

QualificationInventories

Computerized

InformationSystems


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The Matter of Privacy

Ensuring the Security of HRInformation

Control of HR information throughaccess matrices

Access to records and employee privacy


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FIGURE 55 Keeping Data Safe

1. Perform background checks on anyone who is going to have access to personalinformation.

2. If someone with access to personal information is out sick or on leave, donthire 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 becausesomeone passed five years ago doesnt mean their current situation is the same.

4. Limit access to information such as SSNs, health information, and othersensitive data to HR managers who require it to do their jobs.

Since intruders can strike from outside an organization or from within, HR departmentscan help screen out potential identity thieves by following four basic rules:


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Forecasting OutsideCandidate Supply

Factors In Supply of OutsideCandidates

General economic conditions

Expected unemployment rate

Sources of Information

Periodic forecasts in businesspublications

Online economic projections

U.S. Congressional Budget Office (CBO)


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Effective Recruiting

External Factors Affecting Recruiting

Supply of workers

Outsourcing of white-collar jobs Fewer qualified candidates

Other Factors Affecting Recruiting

Consistency of recruitment withstrategic goals

Types of jobs recruited and recruiting

methods


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Effective Recruiting (contd)

Advantages of CentralizingRecruitment

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


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Measuring RecruitingEffectiveness

What to

Measure

How to Measure

EvaluatingRecruiting

Effectiveness


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TABLE 51 Selection Devices that Could be Used to Initially ScreenApplicants

Selection DeviceValidity 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 isbetter.


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FIGURE 57 Recruiting Yield Pyramid


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Internal Candidates: Hiringfrom Within

Foreknowledge ofcandidates strengthsand weaknesses

More accurate view ofcandidates skills

Candidates have astronger commitment tothe company

Increases employeemorale

Less training andorientation required

Failed applicantsbecome discontented

Time wasted

interviewing insidecandidates who will notbe considered

Inbreeding strengthenstendency to maintain

the status quo

Advantages Disadvantages


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Finding Internal Candidates

Hiring fromWithin

Job Posting

Succession Planning(HRIS)

Rehiring FormerEmployees


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Outside Sources ofCandidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies andAlternative Staffing

Offshoring/Outsourcing

6

7

8

9

On Demand Recruiting

Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates


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Outside Sources ofCandidates (contd)

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


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FIGURE 58 An Indian Online Employment Portal


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FIGURE 59 Ineffective and Effective Web Ads


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Advertising for OutsideCandidates

The Media Choice

Selection of the best medium dependson 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


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FIGURE 510 Help Wanted Ad That Draws Attention


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Employment Agencies

GovernmentEmploymentExchanges

PrivateAgencies

Types of EmploymentAgencies

NonprofitAgencies


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Why Use a Private EmploymentAgency

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 femaleapplicants.

To reach currently employed individuals

who are more comfortable dealing with


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Avoiding Problems with EmploymentAgencies

Provide the agency with accurate and

complete job descriptions.

Make sure tests, application blanks, andinterviews are part of the agencys

selection process. Review candidates accepted or rejected

by your firm or the agency foreffectiveness and fairness of agencysscreening process.


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Temp Agencies andAlternative Staffing Benefits of Temps

Increased productivitypaid only whenworking

Allows trial run for prospectiveemployees

No recruitment, screening, and payrolladministration costs

Costs of Temps

Increased labor costs due to fees paidto temp agencies

Tem em lo ees lack of commitment


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Concerns of TempEmployees

Dehumanizing, impersonal, and discouragingtreatment by employers.

Insecurity about employment and pessimismabout the future.

Worry about the lack of insurance and pensionbenefits.

Being misled about job assignments and whether

temporary assignments are likely to become full-time positions.

Being underemployed while trying return to thefull-time labor market.

Anger toward the corporate world and its values;


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FIGURE 511 Guidelines for Using Temporary Employees

1. Do not train your contingent workers. Ask their staffing agency tohandle training.

2. Do not negotiate the pay rate of your contingent workers.Theagency should set pay.

3. Do not coach or counsel a contingent worker on his/her jobperformance. Instead, call the persons agency and request that it do so.

4. Do not negotiate a contingent workers vacations or personal timeoff. Direct the worker to his or her agency.

5. Do not routinely include contingent workers in your companysemployee functions.

6. Do not allow contingent workers to utilize facilities intended foremployees.

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 workerssuitability for them directly. Instead, refer the worker to publiclyavailable job postings.

10. Do not terminate a contingent worker directly. Contact the agency todo so.


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Working with a TempAgency

Invoicing. Make sure the agencys invoice fits yourcompanys needs.

Time sheets. The time sheet is a verification of hoursworked and an agreement to pay the agencys fees.

Temp-to-perm policy. What is the policy if you want to hire atemp as a permanent employee?

Recruitment of and benefits for temp employees. How doesthe agency plan to recruit and what sorts of benefits it will itpay?

Dress code. Specify the attire at each of your offices orplants.

Equal employment opportunity statement. Get a statementfrom the agency that it does not discriminate when filling

temp orders.

Offshoring/Outsourcing


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Offshoring/OutsourcingWhite-Collar and Other

JobsPolitical and MilitaryInstability

CulturalMisunderstandings

Customers securityand privacy concerns

Foreign contracts,liability, and legal

concerns

Special training offoreign employees

Costs of foreignworkers

Resentment andanxiety of U.S.

employees/unions

MainIssues

id f


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Executive Recruiters (Headhunters)

Contingent-based recruiters

Retained executive searchers Internet technology and specialization

trends

Guidelines for Choosing a Recruiter1. Make sure the firm is capable of

conducting a thorough search.

2. Meet individual who will handle your


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O id S f


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Employee Referrals

Referring employees becomestakeholders.

Referral is a cost-effective recruitmentprogram.

Referral can speed up diversifying the

workforce. Relying on referrals may be

discriminatory.

Walk-ins

I d P d ti it Th h HRIS


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Improved Productivity Through HRIS:An Integrated Technology Approach to

Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated EmployeeRecruitment System

R iti A M Di


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Recruiting A More DiverseWorkforce

Single Parents

Older Workers

Welfare-to-Work Minorities andWomen

The Disabled

D l i d U i


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Developing and UsingApplication Forms

Applicantseducation

andexperience

Applicantslikelihood of

success

Applicantsprogress

and growth

Uses ofApplicationInformation

Applicantsemployment

stability

FIGURE 5


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FIGURE 513

Employment

Application

A li ti F d th


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Application Forms and theLaw

Education

Achievements

ArrestRecord

Notification in Caseof Emergency

Memberships inOrganizations

Physical Handicaps

MaritalStatus

HousingArrangements

Areas of PersonalInformation


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K E Y T E R M S

employment or personnelplanning

trend analysis

ratio analysis

scatter plot

computerized forecast

qualifications inventories

personnel replacementcharts

position replacement card

recruiting yield pyramid

job posting

succession planningalternative staffing

on demand recruitingservices (ODRS)

application form

chap -5 hr planning and recruiting

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