4-5 Copyright © 2015 Pearson Education, Inc. 5-1 Personnel Planning and Recruiting

4- Copyright © 2015 Pearson Education, Inc Explain the main techniques used in employment planning and forecasting. 2. Explain and give examples for the need for effective recruiting. 3. Name and describe the main internal sources of candidates. Learning Objectives

4- Copyright © 2015 Pearson Education, Inc List and discuss the main outside sources of candidates. 5. Explain how to recruit a more diverse workforce. 6. Developing and Using Application Forms: Discuss practical guidelines for obtaining application information. Learning Objectives

4- Copyright © 2015 Pearson Education, Inc. 5-4 Explain the main techniques used in employment planning and forecasting Explain the main techniques used in employment planning and forecasting.

4- Copyright © 2015 Pearson Education, Inc. 5-5 Introduction

4- Copyright © 2015 Pearson Education, Inc. 5-6 Workforce Planning and Forecasting Workforce planning ideally precedes recruitment and selection o Differs from succession planning Towers Watson Workforce MAPS

4- Copyright © 2015 Pearson Education, Inc. 5-7 Workforce Planning and Forecasting Strategy and workforce planning Forecasting personnel needs (labor demand) o Trend analysis o Ratio analysis o The scatter plot

4- Copyright © 2015 Pearson Education, Inc. 5-8 Forecasting the Supply of Inside Candidates Manual systems and replacement charts Computerized skills inventories Markov analysis Privacy

4- Copyright © 2015 Pearson Education, Inc. 5-9

A TRANSITION MATRIX, OR MARKOV MATRIX Copyright © 2015 Pearson Education, Inc The probabilities = the average rate of historical movement from one job to another. For a line worker, for example, there is a 20% probability of being gone in 12 months, a 0% probability of promotion to manager, a 15% probability of promotion to supervisor, and a 65% probability of being a line worker this time next year. Such transition matrices form the bases for computer simulations of the internal flow of people through a large organization over time.

4- Copyright © 2015 Pearson Education, Inc Forecasting the Supply of Outside Candidates Talent management Action planning for labor supply and demand Succession Planning

4- Copyright © 2015 Pearson Education, Inc IMPROVING PERFORMANCE: IMPROVING PERFORMANCE: HR Practices Around the Globe Valero Energy created a “labor supply chain” for improving the efficiency of its workforce planning, recruiting, and hiring process. o Analytic tool now predicts Valero’s labor needs based on past trends.

4- Copyright © 2015 Pearson Education, Inc Review Forecasting Manual vs. computerized systems Managing talent Action planning

4- Copyright © 2015 Pearson Education, Inc Explain and give examples for the need for effective recruiting.

4- Copyright © 2015 Pearson Education, Inc Why Effective Recruiting Is Important The need for effective recruiting What makes recruiting a challenge? Organizing how you recruit o The supervisor’s role o Recruiting pyramid

4- Copyright © 2015 Pearson Education, Inc Importance Challenge Organizing Review

4- Copyright © 2015 Pearson Education, Inc Name and describe the main internal sources of candidates.

4- Copyright © 2015 Pearson Education, Inc Using internal sources Finding internal candidates Rehiring Internal Sources of Candidates

4- Copyright © 2015 Pearson Education, Inc Internal sources Finding internal candidates Rehiring Review

4- Copyright © 2015 Pearson Education, Inc List and discuss the main outside sources of candidates.

4- Copyright © 2015 Pearson Education, Inc Informal Recruiting and the Hidden Job Market o Job openings aren’t publicized o Jobs are created and become available when employers come across the right candidates Outside Candidates

4- Copyright © 2015 Pearson Education, Inc Outside Candidates Internet recruiting o Online recruiting o Texting o Dot-jobs o Virtual job fairs o Tracking o Effectiveness Advertising – media

4- Copyright © 2015 Pearson Education, Inc Attention Interest Desire Action Writing the Ad

4- Copyright © 2015 Pearson Education, Inc Employment Agencies Public Nonprofit agencies Private agencies

4- Copyright © 2015 Pearson Education, Inc Temp Agencies and Alternative Staffing Pros and cons What supervisors should know about temporary employees’ concerns Legal guidelines Alternative staffing

4- Copyright © 2015 Pearson Education, Inc Outside Candidates Offshoring and Outsourcing Jobs Executive Recruiters Referrals and Walk-Ins On-Demand Recruiting Services College Recruiting Telecommuters

4- Copyright © 2015 Pearson Education, Inc IMPROVING PERFORMANCE: HR as a Profit Center Cutting Recruitment Costs GE Medical hires about 500 technical workers a year o Cut its hiring costs by 17% o GE is also using more recruitment process outsourcers

4- Copyright © 2015 Pearson Education, Inc Other Issues Recruiting source use and effectiveness Measuring recruiting effectiveness

4- Copyright © 2015 Pearson Education, Inc Internet recruiting Advertising Media Review

4- Copyright © 2015 Pearson Education, Inc Writing the ad Employment agencies Temp agencies, alternative staffing Other sources of candidates Recruiting Measuring effectiveness Review

4- Copyright © 2015 Pearson Education, Inc Explain how to recruit a more diverse workforce.

4- Copyright © 2015 Pearson Education, Inc Recruiting women Single parents Older workers Recruiting minorities Disabled workers Recruiting a More Diverse Workforce

4- Copyright © 2015 Pearson Education, Inc Review Recruiting a more diverse workforce Developing and using application forms

4- Copyright © 2015 Pearson Education, Inc Developing and Using Application Forms: Discuss practical guidelines for obtaining application information.

4- Copyright © 2015 Pearson Education, Inc Purpose of Application Forms Application Forms and Predicting Job Performance Application Forms and EEO law Application Information

4- Copyright © 2015 Pearson Education, Inc IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs Application Guidelines o “Employment History” section, request information on each prior employer o Signing the application, the applicant should certify falsified statements may be cause for dismissal

4- Copyright © 2015 Pearson Education, Inc Practical Guidelines Application Forms and EEO Mandatory Arbitration Review