Personnel Planning and Recruiting 5 Personnel Planning and Recruiting This chapter explains the process of forecasting personnel requirements, discusses the pros and cons of methods used for recruiting job candidates, describes how to develop an application form, and explains how to use application forms to predict job performance. The Internet has changed the face of recruiting, particularly in advertising for applicants. Employers can now reach more potential applicants in less time and at less expense. However, this tool has generated some challenges. Employers may get too many applicants, or fail to reach certain segments of the population. Copyright © 2013 Pearson Education

Learning Objectives List the steps in the recruitment and selection process. Explain the main techniques used in employment planning and forecasting. Explain and give examples for the need for effective recruiting. By the end of this chapter, you will be able to: List the steps in the recruitment and selection process. Explain the main techniques used in employment planning and forecasting. Explain and give examples for the need for effective recruiting. Copyright © 2013 Pearson Education

Learning Objectives 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. Also, you will be able to: 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. Copyright © 2013 Pearson Education

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. Copyright © 2013 Pearson Education

The Recruitment and Selection Process Human Resources Management 12e Gary Dessler The Recruitment and Selection Process Decide what positions to fill through personnel planning and forecasting. Build a candidate pool by recruiting internal or external candidates. Have candidates complete application forms and undergo initial screening interviews. Use selection tools to identify viable candidates. Decide who to make an offer to, by having the supervisor and others interview the candidates. Job analysis identifies the duties and human requirements for each of the company’s jobs. The next step is to decide how many of these jobs you need to fill, and to recruit and select employees for them. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 5–1 Steps in Recruitment and Selection Process The best way to envision recruitment and selection is as a series of hurdles as shown in Figure 5-1. The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Review Positions Candidates Screening Selection Offers It is important for hiring purposes that organizations have a systematic plan for recruiting and hiring. We discussed the need to review the opportunities and potential opportunities and determine the pool of candidates available. Using appropriate information such as that provided by a job application is helpful. Once the initial screening is completed, selecting the right candidate and making an offer is critical to ensure you get the person you want. As a final note, it is a good idea to wait until your offer has been formally accepted by your top candidate before notifying other candidates you have selected someone else. If your top candidate has been selected by another firm, you still have an option to go to your second-ranked candidate. Copyright © 2013 Pearson Education

Explain the main techniques used in employment planning and forecasting. Workforce (or employment or personnel)planning is the process of decidingwhat positions the firm will have to fill, and how to fill them. We’ll discuss some of the principle techniques used in planning and forecasting. Copyright © 2013 Pearson Education

Workforce Planning and Forecasting Workforce Planning = The process of deciding what positions the firm will have to fill and how to fill them. Strategy and workforce planning – need to reflect the firm’s strategic plans. Copyright © 2013 Pearson Education

Human Resources Management 12e Gary Dessler FIGURE 5–2 Linking Employer’s Strategy to Plans Employment planning should flow from the firm’s strategic plans. Figure 5-2 summarizes the link between strategic and personnel planning. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Forecasting Personnel Needs (Labor Demand) Trend analysis Ratio analysis The scatter plot Markov analysis Likeall 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 outsidecandidates. The basic workforce planning process is to forecast the employer’sdemand for labor and supply of labor. Next, identify supply-demand gaps anddevelop action plans to fill the projected gaps. Trend analysis means studying variations in the firm’semployment levels over the last few years. Another simple approach, ratio analysis, means makingforecasts based on the historical ratio between two variables. One example might include some causal factor (like salesvolume) and the number of employees required (such as number of salespeople). A scatter plot shows graphically how two variables—suchas sales and your firm’s staffing levels—are related. Markov analysis involves creating a matrix that shows the probabilitiesthat employees in achain of feeder positions for a key job. “Feeder” positions are those to which a job incumbent may likely be promoted. For example a juniorengineer 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. Copyright © 2013 Pearson Education

Trend Analysis Studying variations in the firm’s employment levels over the last few years. To identify trends that might continue in the future. Eg. Compute no. of employees at the end of each of the last 5 years. Copyright © 2013 Pearson Education

Ratio Analysis Making forecasts based on the historical ratio between two variables. Eg. some causal factor (like sales volume) and the number of employees required (such as number of salespeople). 1: RM500,000 Copyright © 2013 Pearson Education

Scatter Plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. Copyright © 2013 Pearson Education

Markov Analysis It 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. Copyright © 2013 Pearson Education

Forecasting the Supply of Inside Candidates Human Resources Management 12e Gary Dessler Forecasting the Supply of Inside Candidates Manual systems and replacement charts Computerized skills inventories Qualification Inventories Knowing your staffing needs satisfies only half the staffing equation. Next, you have to estimate the likely supply of both inside and outside candidates. Most firms start with the inside candidates. Department managers or owners of smaller firms often use manual devices to track employee qualifications. Thus a personnel inventory and development record form compiles qualifications information on each employee. Computerized skills inventory data typically include items like work experience codes, product knowledge, the employee’s level of familiarity with the employer’s product lines or services, the person’s industry experience, and formal education. 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 thequalifications of hundreds or thousands of employees manually. Larger employerstherefore computerize this information. One software system isSurvey Analytics’ Skills Inventory Software. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents Figure 5-4 is a personnel replacement chart for some of a firm’s top positions. It shows the present performance and promotability for each position’s potential replacement. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler 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 The employer should secure all its employee data. Much of the data is personal (such as Social Security numbers and illnesses). Legislation gives employees legal rights regarding who has access to information about them. As far as keeping information secure the employer should secure all its employee data. Much of the data are personal (such as Social Security numbers and illnesses). Legislation gives employees legal rights regarding who has access to information about them. The legislation includes the Federal Privacy Act of 1974 (for federal workers), the New York Personal Privacy Act of 1985, HIPAA (regulates use of medical records), and the Americans with Disabilities Act. Employers should keep their manual records under lock and key. Computerized records have been known to be compromised by hackers so high levels of system encryption, hashing or other tight security measures are critical. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Forecasting the Supply of Outside Candidates Talent management philosophy: requires paying continuous attention to workforce planning issues. Managers call it as: predictive workforce monitoring. Eg: Intel – conducts semiannual Organization capability Assessment – to assess workforce need for immediate and up to 2 years in future A talent management philosophy Copyright © 2013 Pearson Education

Forecasting the Supply of Outside Candidates The recruiting yield pyramid is based on experience and solid record-keeping. Example, if a company needs 50 entry-level accountants, using the pyramid, it will need to generate approximately 1,200 leads to fill the new-hire requirement. Copyright © 2013 Pearson Education

Review Forecasting Manual vs. computerized systems Managing talent Recruiting pyramid To have an effective and efficient recruiting and hiring program, proper forecasting is important. Many employers use a tracking system to help them align their actions with the firm’s strategic and operating plans. Such a system may be manual or computerized. Computerized systems are used more frequently within larger companies. Managing talent effectively requires an almost predictive action planning approach wherein monitoring and tracking help with future replacements, or workforce growth or shrinking. Copyright © 2013 Pearson Education

Explain and give examples for the need for effective recruiting. Assuming the company authorizes you to fill a position, the next step is to build up,through recruiting, an applicant pool. Employee recruiting means finding and/orattracting applicants for the employer’s open positions. Copyright © 2013 Pearson Education

The Need for Effective Recruiting Employee recruiting = Finding and/or attracting applicants for the employer’s open position Copyright © 2013 Pearson Education

The Need for Effective Recruiting Human Resources Management 12e Gary Dessler The Need for Effective Recruiting Effectiveness of chosen recruiting methods Effects of nonrecruitment issues and policies Recruiting Challenges Legal requirements associated with employment laws It’s hard to overemphasize the importance of effective recruiting. It’s easy to assume that recruiting is easy—that all you need do is place a few ads on the Web. Nothing could be farther from the truth. Several things make it more complex. Effective recruiting allows a company to fill open positions while their competitors may have missed solid opportunities. If, for example, you fill open positions 50% faster than industry average, you are more likely to get better talent onboard more quickly. 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 andpolicies. Third, employment law prescribes what you can and cannot do when recruiting. For many firms, it’s simply much easier to recruit centrally now that somuch recruiting is on the Internet. Face-to-face interviewing is the usual culmination of the preliminary recruiting done through 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Name and describe the main internal sources of candidates. Recruiting typically brings to mind LinkedIn, employment agencies, and classified ads,but internal sources—in other words, current employees or “hiring from within”—isoften the best source of candidates. Copyright © 2013 Pearson Education

Internal Sources of Candidates Human Resources Management 12e Gary Dessler Internal Sources of Candidates Advantages Disadvantages 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 Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo Recruiting of current employees, or “hiring from within,” is often the best source of candidates. However, there are advantages and disadvantages to using internal candidates. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Finding Internal Candidates Human Resources Management 12e Gary Dessler Finding Internal Candidates Posting open job positions Rehiring former employees Hiring-from-Within Tasks Succession planning (HRIS) Hiring from within ideally relies on job posting and the firm’s skills inventories. Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards). These postings list the job’s attributes, like qualifications, supervisor, work schedule, and pay rate. Qualifications skills banks also play a role. For example, the database may reveal persons who have potential for further training or who have the right background for the open job. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Finding Internal Candidates Job Posting = publicizing the open job to employees, post at intranets or bulletin boards, and listing its attributes, i.e. qualifications, work schedule, pay rate. Qualifications skills banks = database Rehiring – impacts: their attitude. Eg. In 2009, 26% of employers who had laid people off recently planned to bring some back Copyright © 2013 Pearson Education

Internal Sources of Candidates Succession planning = the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance. Identify key needs Develop inside candidates Assess and choose Some advantages of internal recruiting include the following: Current employees may be more committed Morale may go up since other employees will know about your policy Current employees may require less orientation and training than new hires. The disadvantages, however, include: employees may become discontented if they apply for jobs and do not get them. There also is a potential for inbreeding – maintaining the status quo – to occur. To be effective, promotion from within requires using job analysis and posting, using personnel records, and maintaining current skill banks. 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. 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.   Copyright © 2013 Pearson Education

Review Internal sources Finding internal candidates Rehiring Succession planning For this learning objective, remember that there are pros and cons with respect to using internal candidates. Some of the advantages and disadvantages occur with respect to other employees. That is, if an internal candidate is reasonably well qualified but does not get the job, he or she is likely to be disappointed. To be effective, hiring an internal candidate must be based on a solid job analysis, proper and widely understood posting policies and the like. Be careful with rehiring. Sometimes companies will rehire valuable former employees and pay them substantially more than they were making previously. The implications for the company and its employees of such actions are clear. In this example, they are negative. Succession planning involves careful planning and management and often with the help of outside consultants. Copyright © 2013 Pearson Education

List and discuss the main outside sources of candidates. Firms can’t always get all the employees they need from their current staff, and sometimesthey just don’t want to. We’ll look at the sources firms use to find outside candidates next. Copyright © 2013 Pearson Education

Outside Sources of Candidates Human Resources Management 12e Gary Dessler Outside Sources of Candidates Locating Outside Candidates 1 6 3 2 8 7 Recruiting via the Internet Executive Recruiters 4 9 Advertising On Demand Recruiting Services (ODRS) 5 Employment Agencies College Recruiting Temp Agencies and Alternative Staffing Referrals and Walk-ins Firms can’t always get all the employees they need from their current staff, and sometimes they just don’t want to. This slide lists some of the sources that firms use to find outside candidates. Offshoring/Outsourcing Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

1. Internet Recruiting Internet recruiting Advertising – media Online recruiting Texting Dot-jobs Virtual job fairs Tracking Effectiveness Advertising – media For most employers and for most jobs, Internet-based recruiting is by far the recruiting source of choice. Most employers find that the Internet is their best choice for recruitment efforts. Social networking also provides recruiting assistance, especially for mid-level and higher management positions. Advantages – The Web is cost efficient, generating more responses more quickly and providing exposure for a longer time at less cost. Disadvantages – Gathering applications online may exclude more mature applicants and certain minorities. There are also other web recruiting practices that include networking sites, texting, 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. One survey of 256 alumni from graduate business schools showed why manyfirms’ Web-based recruiting turned them off. The objections included: Lack of relevant information Using mandatory formatting for resumes Privacy issues Poor graphics and difficulty in using the site Slow feedback from employers 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 specializedresearcher, then advertising in the appropriate professional journal is your best bet. Copyright © 2013 Pearson Education

Recruiting via the Internet Human Resources Management 12e Gary Dessler 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 Unqualified applicants overload the system Personal information privacy concerns of applicants Internet recruiting is a cost-effective way to publicize openings; it generates more responses quicker and for a longer time at less cost than just about any other method. However, Internet recruiting can present problems such as discrimination, application overload, and privacy. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Develop a help wanted ad Many experienced advertisers use a four-point guide called AIDA (attention, interest,desire, action) to construct their ads. Let’s see how that works. Copyright © 2013 Pearson Education

2. Advertising Writing the Ad: Attention Interest Desire Action 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. Copyright © 2013 Pearson Education

Types of Employment Agencies Public agencies Private agencies Types of Employment Agencies Nonprofit agencies There are three main types of employment agencies: public agencies operated byfederal, state, or local governments; agencies associated with nonprofit organizations; and privately owned agencies. Every state has a public, state-run employment service agency supported by the Department of Labor. Private agencies charge fees for each applicant they place. Copyright © 2013 Pearson Education

Why Use a Private Employment Agency? Human Resources Management 12e Gary Dessler 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 than competing companies. To reduce internal time devoted to recruiting. Private employment agencies are important sources of clerical, white-collar, and managerial personnel. They charge fees (set by state law and posted in their offices) for each applicant they place. Most are “fee-paid” jobs, in which the employer pays the fee. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Avoiding Problems with Employment Agencies Human Resources Management 12e Gary Dessler Avoiding Problems with Employment Agencies Give agency an accurate and complete job description. 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. Using employment agencies requires avoiding potential pitfalls. For example, the employment agency’s screening may let poor applicants go directly to the supervisors responsible for hiring, who may in turn naively hire them. Conversely, improper screening at the agency could block potentially successful applicants. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

4. Temp Agencies and Alternative Staffing Pros and cons What supervisors should know about temporary employees’ concerns Legal guidelines Alternative staffing 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. 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. 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. Copyright © 2013 Pearson Education

Temp Agencies and Alternative Staffing Human Resources Management 12e Gary Dessler 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 Employers have long used “temps” to fill in for permanent employees who were out sick or on vacation. But the desire for ever-higher productivity also contributes to temp workers’ growing popularity. Productivity is measured in terms of output per hour paid. Many firms also use temporary hiring to give prospective employees a trial run before hiring them as regular employees. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Working with a Temp Agency Human Resources Management 12e Gary Dessler Working with a Temp Agency Invoicing. Make sure the agency’s invoice fits your firm’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 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. When working with temporary agencies, employers should ensure that these basic policies and procedures are in place. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Concerns of Temp Employees Human Resources Management 12e Gary Dessler 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 to return to the full-time labor market. Anger toward the corporate world and its values; expressed as alienation and disenchantment. To make temporary relationships as successful as possible, managers supervising temps should understand these employees’ main concerns. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 5–10 Ten Things Managers Should Avoid When Supervising Temporary Employees Do Not: Train your contingent workers. Ask their staffing agency to handle training. Negotiate the pay rate of your contingent workers. The agency should set pay. Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so. Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency. Routinely include contingent workers in your company’s employee functions. Allow contingent workers to utilize facilities intended for employees. Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. Let managers discuss harassment or discrimination issues with contingent workers. Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings. Terminate a contingent worker directly. Contact the agency to do so. Figure 5-10 summarizes some of the legal guidelines for dealing with temporary workers. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Other Sources of Candidates Offshoring and outsourcing jobs Executive recruiters Pros and cons Guidelines On-demand recruiting services 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 top-management 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. 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 rightone. 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 recruitingassistance 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 apercentage fee. Copyright © 2013 Pearson Education

Other Sources of Candidates College recruiting On-campus recruiting goals The on-site visit Internships College Recruiting involves sending employers’ representatives to college campuses to prescreen applicants. The campus recruiter 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. They also create an applicant pool of management traineespromotable candidates, and professional and technical employees. The on-site visit usually begins the process and paid or unpaid internships help move the process along. Copyright © 2013 Pearson Education

Recruiting Referrals and walk-ins Telecommuters Military personnel Recruiting source use and effectiveness Employee referral campaigns are an important recruiting option. Here the employerposts 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. Walk-in candidates may be attracted by posting a “Help Wanted” sign. Telecommuters work from home for a particular firm that may provide equipment and even furniture for the home office. Returning and discharged military personnel can provide a great source of trained recruits. Several military branches have programs to facilitate service men and women in findingjobs. Research reveals several guidelines employers can use to improve their recruitingefforts’ effectiveness. For example, referrals from current employees yieldapplicants who are less likely to leave and more likely to perform better. Copyright © 2013 Pearson Education

5. Offshoring and Outsourcing Jobs Human Resources Management 12e Gary Dessler 5. Offshoring and Outsourcing Jobs Political and military instability Cultural misunderstandings Customers’ securing and privacy concerns Foreign contracts, liability, and legal concerns Special training of foreign employees Costs of foreign workers Resentment and anxiety of U.S. employees/unions Outsourcing/ Offshoring Issues Outsourcing and offshoring are perhaps the most extreme examples of alternative staffing. Rather than bringing people in to do the firm’s jobs, outsourcing and offshoring send the jobs out. Outsourcing means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the firm’s own employees previously did in-house. Offshoring is a narrower term. It means having outside vendors abroad supply services that the firm’s own employees previously did in-house. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

6. Executive Recruitment Human Resources Management 12e Gary Dessler 6. Executive Recruitment Executive Recruiters (Headhunters) Contingent-based recruiters Retained executive searchers Internet technology and specialization trends Guidelines for Choosing a Recruiter Make sure the firm is capable of conducting a thorough search. Meet individual who will handle your assignment. Ask how much the search firm charges. Make sure the recruiter and you agree on what sort of person you need for the position. Never rely solely on the recruiter to do reference checking. Executive recruiters (also known as headhunters) are special employment agencies retained by employers to seek out top-management talent for their clients. For executive positions, headhunters may be your only source of candidates. The employer always pays the fees. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

7. On-Demand Recruiting Services (ODRS) Short-term specialised recruiting assistance to support specific projects without the expense of retaining traditional search firms. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler 8. 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 College recruiting—sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class—is an important source of management trainees and professional and technical employees. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

9. Employee Referrals and Walk-ins Human Resources Management 12e Gary Dessler 9. Employee Referrals and Walk-ins 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. Employee referrals and walk-ins are both viable sources of applicants. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler Improving Productivity Through HRIS: An Integrated Approach to Recruiting Requisition management system Recruiting solution Screening services Elements of an HRIS Hiring management Some employers have separate tools or systems for each element. However, several ATS providers integrate these elements into one comprehensive employee recruitment system. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Review Writing the ad Employment agencies Temp agencies, alternative staffing Other sources of candidates Recruiting Measuring effectiveness Ads are written best by using the following steps: Attention Interest Desire Action The types of employment agencies include: Public Nonprofit agencies Private agencies For temp agencies we discussed pros and cons, what supervisors should know about temporary employees’ concerns, legal guidelines, and alternative staffing. For other sources of candidates, we discussed: Offshoring and outsourcing jobs Executive recruiters On-demand recruiting services College recruiting For recruiting purposes, referrals and walk-ins, using telecommuters, and hiring ex-military personnel can be excellent sources of potential employees. Recruiting effectiveness and measurement also is important to all employers. Copyright © 2013 Pearson Education

Explain how to recruit a more diverse workforce. Recruiting a diverse workforce isn’t just socially responsible. Given the rapid increase in minority, older worker, and women candidates, it is anecessity. Let’s see how we can do that. Copyright © 2013 Pearson Education

Recruiting a More Diverse Workforce Single parents Older workers Recruiting minorities Welfare-to-work Disabled workers Recruiting a diverse workforce isn’t just socially responsible. Given the rapid increase in minority, older worker, and women candidates, it is anecessity. Formulating an intelligent program for attracting single parents should begin with understanding the considerable problems they often encounter in balancing work and family life. With the entire population aging, many employers are encouraging retirement-age employees not to leave. They may also actively recruitemployees who are at or beyond retirement age. Sometimes, there is no substitute for experience. Recruiting minorities requires employers to tailor their way of thinking and to design HR practices that make their firms attractive to minority workers. The key to a welfare-to-work program’s successseems to be the employer’s pre-training program. Here, participants get counseling andbasic skills training over several weeks. Employers can do several things to tap into the huge potential workforce of disabled individuals. The Department of Labor’s Office of Disability Employment Policy offers several programs. All states have local agencies that provide placement services and other recruitment and training tools. Copyright © 2013 Pearson Education

Developing and Using Application Forms Purpose of application forms Application guidelines Application forms and EEO law Predicting job performance Mandatory arbitration 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. Also, in signing the application, the applicant should certify his or her understanding that falsified statements may be cause for dismissal. Employers should carefully review their application forms to ensure they comply with equal employment laws. Questions to review include those asking about: dates of graduation arrest records emergency contacts physical disabilities marital status housing arrangements. Some firms use application forms to predict which candidates will be successful. They also try to find the relationship between: responses on the application form, and measures of success on the job. Many employers, to avoid the high cost of lawsuits, require applicants to agree to binding arbitration to settle disputes. Copyright © 2013 Pearson Education

Review Recruiting a more diverse workforce Developing and using application forms With respect to this learning objective, we discussed: Single parents Older workers Recruiting minorities Welfare-to-work Disabled workers A crucial element of the hiring process, employers use application forms to quickly collect data. This allows an employer to request detailed information about each prior employer. Such employers must ensure they comply with equal employment laws. Some firms use application forms to predict which candidates will be successful. Finally, binding arbitration is often a requirement to settle disputes that may arise in the future. Copyright © 2013 Pearson Education