AEIS: 607 Lecture 4: Personnel Planning and Recruiting Md. Mahbubul Alam, PhD Associate Professor

Chapter Outcomes List the steps in the recruitment and selection process. Explain the main techniques used in employment planning and forecasting. List and discuss the main outside sources of candidates. Name and describe the main internal sources of candidates. Explain how to recruit a more diverse workforce.

Workforce Planning Process of deciding what positions the firm will have to fill, and how to fill them. Steps of recruiting Physical exams background investigations Initial screening

Forecasting Personnel Needs How many people will we need? (Labor Demand) Trend Analysis Scatter Plotting Forecasting Tools Ratio Analysis Variations in the firm’s employment level over the last few years Provide an initial estimate of future staffing needs Retirements, resignations or withdraw A graphical method used to help identify the relationship between two variables. e.g., Sales volume increase/salespeople demand Forecasting technique for determining staff needs by using ratios. Sales volume vs. no. of salespeople needed

Forecasting the Supply of Inside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Skill Inventories Personnel inventory and development record, e.g., education, special skills, exp. Performance and promotability for each position’s potential replacement SurveyAnalytics’s Skill Inventory Software Identify human resource shortage Facilitate recruitment and training plans

Replacement Card A card prepared for each position in a company to show possible replacement candidates and their qualifications.

Finding Internal Candidates Publishing the open job to employees Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees “The ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.” 1. Success Planning is an integral part of talent management? Page 148 Three steps Identify key needs Develop inside candidate Assess & choose those who will fill the key positions.

Why Recruit Inside Candidate? Pros No substitute for knowing a candidate’s strengths and weakness. Require less orientation and training. Showing more commitment. Cons Employees who don’t get the job may become discontented. Often waste of time Inbreeding

Outside Sources of Candidates Recruiting via the Internet, e.g., career.com, indeed.com, simply hired Other online recruiting practices, e.g., Facebook, LinkedIn Texting Dot-Job Domain, e.g., www.Disneyland.jobs Virtual Job Fairs Web-based ads e.g., application tracking systems

Types of Employment Agencies Public Agencies Private Agencies Types of Employment Agencies Nonprofit Agencies

Offshoring/Outsourcing White-Collar and Other Jobs Political and Military Instability Cultural Misunderstandings Customers’ security 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 Main Issues

Recruiting A More Diverse Workforce Single Parents Older Workers Welfare-to-Work Minorities and Women The Disabled

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

Application Forms and the Law Education Achievements Arrest Record Notification in Case of Emergency Memberships in Organizations Physical Handicaps Marital Status Housing Arrangements Areas of Personal Information

Question Please ? Acknowledgement: “Human Resource Management” by Garry Dessler, 13th Edition, Pearson.