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4-1 © 2003 Prentice Hall, Inc.
Instructor presentation questions: docwin@tampabay.rr.com
Chapter 4
Personnel Planning and Recruiting
© 2003 Prentice Hall, Inc.4-2
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
Steps in Recruitment and Selection Process
Applicants complete application form
Selection tools like tests screen out most applicants
Supervisors and others interview final candidates to make final choice
Employment planning and forecasting
Recruiting builds pool of candidates
© 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
Definition
Definition
© 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
Trend analysis Ratio analysis Scatter plot
Scatter plot shows projected staff size
0
200
400
600
800
1000
1200
1400
0 500 1000 1500
Hospital size (# of beds)
Nu
mber
of
nu
rses
Managerial judgment plays a big role
© 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
Definition
Definition
© 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
Definition
Definition
© 2003 Prentice Hall, Inc.4-9
Markov Analysis
Mach Inspec Supv Gen S.
Mach .7 .0 .0 .0
Inspec .1 .8 .1 .1
Supv .0 .1 .7 .0
Gen. S .0 .0 .1 .8
Leave .2 .1 .1 .1
Boxes represent % chance remain in job after one year or leave
© 2003 Prentice Hall, Inc.4-10
Markov Analysis Supply AnalysisMach Inspec Supv Gen S. End Yr
Mach 100
.770
.00
.00
.0
0 70
Inspec
20
.110
.816
.11
.00 27
Supv
10
.00
.12
.77
.1
.5 9.5
Gen. S
5
.0 .00
.11
.84 4.5
Leavefrom 135
.220
.12
.11
.1
.523.5111
© 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
Definition
Definition
© 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
Definition
Definition
© 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
© 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)
© 2003 Prentice Hall, Inc.4-19
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 Psychologist
THE WALL STREET JOURNAL
© 2003 Prentice Hall, Inc.4-24
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
Ad Construction
© 2003 Prentice Hall, Inc.4-25
Employment Agencies
Types of agencies: Public agencies and
non profit Private agencies
© 2003 Prentice Hall, Inc.4-26
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
Dehumanized Insecure Worried Misled “Underemployed” Angry
• Some temp workers felt
© 2003 Prentice Hall, Inc.4-29
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
© 2003 Prentice Hall, Inc.4-30
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
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
Executive Recruiters
futurestep
© 2003 Prentice Hall, Inc.4-32
Tips on Choosing a Recruiter
Ask about the cost Be sure you can trust them
with privileged information Talk to prior clients
Can they conduct a thorough search?Meet individual who will handle the search
© 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
Name of person interviewed
Applying for position
Department
Qualifications Excellent Satisfactory Poor
Communication
Education
Related Experience
Interpersonal Skills
Problem Solving Skills
Adaptable to change
Comments: Completed by
Campus Interview Report
© 2003 Prentice Hall, Inc.4-35
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.4-37
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
© 2003 Prentice Hall, Inc.4-41
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
© 2003 Prentice Hall, Inc.4-42
Application forms provide 4 types of info
Developing Application Forms
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 datesArrest recordRelationship of a “notify in case of emergency”Membership in organizationsPhysical handicapsMarital statusHousing status
© 2003 Prentice Hall, Inc.4-44
Sample Applications
Governor's Job Bank South Carolina State Government Applic
ation for Employment Federal Employment Application
© 2003 Prentice Hall, Inc.4-45
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
© 2003 Prentice Hall, Inc.4-46
Summary of Chapter
Steps in recruitment and selection process
Employment planning and forecasting How to forecast personnel needs Methods to predict employment needs
© 2003 Prentice Hall, Inc.4-47
Summary of Chapter (Cont.)
Using computers to forecast personnel requirements
Forecasting the supply of inside candidates
Computerized information systems Management replacement chart
© 2003 Prentice Hall, Inc.4-48
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
© 2003 Prentice Hall, Inc.4-49
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
© 2003 Prentice Hall, Inc.4-50
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
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