Personnel Planning and Recruiting Chapter 5 Personnel Planning and Recruiting 1. List the steps in the recruitment and selection process. 2. Explain the main techniques used in employment planning and forecasting. 3. Explain and give examples of the need for branding in effective recruiting. 4. Name and describe the main internal sources of candidates. 5. List and discuss the main sources of outside candidates. 6. Explain how to analyze recruiting effort effectiveness. 7. Explain how to recruit a more diverse workforce.

Workforce Planning and Forecasting Workforce (or employment or personnel) Planning The process of deciding what positions the firm will have to fill, and how to fill them.

Workforce Planning and Forecasting Linking Employer’s Strategy to Plans

Workforce Planning and Forecasting The steps in the Recruitment and Selection Process Step 1 Decide what positions to fill Step 2 Build a pool of candidates Step 3 Have candidates complete application forms Step 4 Use selection tools Step 5 Decide who to make an offer to,

Workforce Planning and Forecasting Human Resource Planning Process Step 1 Forecasting personnel demand Step 2 Forecasting personnel supply Step 3 Comparing demand to supply Step 4 Develop human resource plan

Workforce Planning and Forecasting Forecasting Personnel Needs (Labor Demand) Trend Analysis The study of a firm’s past employment needs over a period of years to predict future needs. Ratio Analysis A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed Scatter Plot A graphical method used to help identify the relationship between two variables. Computerized Forecasts The use software packages to determine of future staff needs by projecting sales, volume of production, and personnel required to maintain a volume of output.

Workforce Planning and Forecasting Forecasting the Supply of Inside Candidates Qualifications / Skills 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. Manual Systems and Replacement Charts Personnel Replacement Charts Company records showing present performance and promotability of inside candidates for the most important positions. Position Replacement Card A card prepared for each position in a company to show possible replacement candidates and their qualifications.

Workforce Planning and Forecasting Forecasting the Supply of Inside Candidates Computerized Skills Inventories Computerized records listing employees’ ….. The Matter of Privacy Keeping the information private

Workforce Planning and Forecasting Forecasting the Supply of Outside Candidates 1 General economic condition 2 Expected unemployment rate How to find the needed data?

Workforce Planning and Forecasting Talent Management and Predictive Workforce Monitoring 1 Paying continuous attention 2 Being proactive

Workforce Planning and Forecasting Developing an Action Plan to Match Projected Labor Supply and Labor Demand 1 Demand more than supply Shortage 2 Supply more than demand Surplus 2 Supply equals demand Balance

Workforce Planning and Forecasting Recruiting yield pyramid The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

The Need for Effective Recruiting Employee Recruiting Finding and/or attracting applicants for the employer’s open positions Why recruiting is important? Developing the Brand The Supervisor’s Role

Internal Sources of Candidates Hiring from Within What are the advantages? What are the disadvantages?

Internal Sources of Candidates Job Posting Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes. Rehiring Former Employees Some one who left the firm Succession Planning The process of ensuring a suitable supply of successors for current and future senior or key jobs.

Sources of Outside Candidates Outside Sources of Candidates Hiring from outside the organization What are the advantages? What are the disadvantages?

Sources of Outside Candidates Outside Sources of Candidates Recruiting via the Internet Advantages – disadvantages – ATS – effective internet ads and systems Advertising The media – constructing the ad – employment ad and image Employment Agencies Public and nonprofit agencies – agencies associated with nonprofit organizations - private agencies Temp Agencies and Alternative Staffing Benefits & costs – guidelines – alternative staffing

Sources of Outside Candidates Outside Sources of Candidates Off shoring / Outsourcing Jobs Main issues Executive Recruiters Pros & cons - guidelines On Demand Recruiting Services A service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms College Recruiting On campus recruiting goals – on sites visits - Internship

Sources of Outside Candidates Outside Sources of Candidates Referrals Pros and cons Walk Ins Pros and cons Telecommuters Pros and cons Military Personnel Pros and cons

Sources of Outside Candidates Outside Sources of Candidates Recruiting source use and effectiveness Evidenced-Based HR: Measuring Recruiting Effectiveness

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

Developing and Using Application Forms The form that provides information on education, prior work record, and skills. Purpose of Application Forms Application Guidelines Application Forms and EEO Law Using Application Forms to Predict Job Performance Mandatory Arbitration