Personnel Planning & Recruiting Week 5

Steps in Recruitment and Selection Process “The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.”

Linking Employer’s Strategy to Plans

Planning and Forecasting Employment or Personnel Planning The process of deciding what positions the firm will have to fill, and how to fill them. Succession Planning The process of deciding how to fill the company’s most important executive jobs. What to Forecast? Overall personnel needs The supply of inside candidates The supply of outside candidates

Forecasting Personnel Needs Trend Analysis Scatter Plotting Forecasting Tools Ratio Analysis

Size of Hospital (Number of Beds) Number of Registered Nurses FIGURE 4–1 Determining the Relationship Between Hospital Size and Number of Nurses Size of Hospital (Number of Beds) Number of Registered Nurses 200 240 300 260 400 470 500 600 620 700 660 800 820 900 860 Note: After fitting the line, you can project how many employees you’ll need, given your projected volume.

Drawbacks to Traditional Forecasting Techniques They focus on projections and historical relationships. 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 doing things.

Using Computers to Forecast Personnel Requirements Computerized Forecasts Software that estimates future staffing needs by: Projecting sales, volume of production, and personnel required to maintain different volumes of output. Forecasting staffing levels for direct labor, indirect staff, and exempt staff. Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.

FIGURE 4–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

Forecasting the Supply of Inside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Information Systems

Legal Considerations 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

Forecasting Outside Candidate Supply Factors In Supply of Outside Candidates General economic conditions Expected unemployment rate Sources of Information Periodic forecasts in business publications Online economic projections U.S. Congressional Budget Office (CBO) U.S. Department of Labor’s O*NET™ Bureau of Labor Statistics (BLS) Other federal agencies and private sources

External Factors Affecting Recruiting Effective Recruiting External Factors Affecting Recruiting Supply of workers Outsourcing of white-collar jobs Fewer “qualified” candidates Other Factors Affecting Recruiting Consistency of recruitment with strategic goals Types of jobs recruited and recruiting methods Nonrecruitment HR issues and policies Successful prescreening of applicants Public image of the firm Employment laws

Measuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness

Internal Candidates: Hiring from Within 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

Finding Internal Candidates Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees

Outside Sources of Candidates Locating Outside Candidates 1 6 3 2 8 Recruiting via the Internet 7 Executive Recruiters 4 9 Advertising On Demand Recruiting Services (ODRS) 5 Employment Agencies College Recruiting Temp Agencies and Alternative Staffing Referrals and Walk-ins Offshoring/Outsourcing

Outside Sources of Candidates (cont’d) 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 Personal information privacy concerns of applicants

FIGURE 4–9 Ineffective and Effective Web Ads Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.

Advertising for Outside Candidates The Media Choice Selection of the best medium depends on 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 action (AIDA). Create a positive impression of the firm.

FIGURE 4–10 Help Wanted Ad That Draws Attention Source: The New York Times, May 13, 2007, Business p. 18.

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

Outside Sources of Candidates (cont’d) 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. Never rely solely on the recruiter to do reference checking.

Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting Requisition Management System Integrated Recruiting Solution Screening Services Hiring Management Integrated Employee Recruitment System

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

FIGURE 4–13 Employment Application

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