1. Personnel Planning and Recruiting
Part 2 | Recruitment and Placement
Chapter 5
Personnel Planning and Recruiting
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2. After studying this chapter, you should be able to:
Explain the main techniques used in employment planning and forecasting.
List and discuss the main outside sources of candidates.
Effectively recruit job candidates.
Name and describe the main internal sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
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3. 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.
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4. FIGURE 5–1 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.
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5. FIGURE 5–2 Linking Employer’s Strategy to Plans
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6. 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
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7. Forecasting Personnel Needs
Trend Analysis
Scatter Plotting
Forecasting Tools
Ratio Analysis
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8. Size of Hospital (Number of Beds) Number of Registered Nurses
FIGURE 5–3 Determining the Relationship Between Hospital Size and Number of Nurses
Note: After fitting the line, you can project how many employees you’ll need, given your projected volume.
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
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9. 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.
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10. 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.
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11. FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
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12. Forecasting the Supply of Inside Candidates
Manual Systems and Replacement Charts
Qualification Inventories
Computerized Information Systems
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13. 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
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14. FIGURE 5–5 Keeping Data Safe
Perform background checks on anyone who is going to have access to personal information.
If someone with access to personal information is out sick or on leave, don’t hire a temporary employee to replace him or her. Instead, bring in a trusted worker from another department.
Perform random background checks such as random drug tests. Just because someone passed five years ago doesn’t mean their current situation is the same.
Limit access to information such as SSNs, health information, and other sensitive data to HR managers who require it to do their jobs.
Since intruders can strike from outside an organization or from within, HR departments can help screen out potential identity thieves by following four basic rules:
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15. 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
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16. 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
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17. Effective Recruiting (cont’d)
Advantages of Centralizing Recruitment
Strengthens employment brand
Facilitates applying strategic priorities
Reduces duplication of HR activities
Reduces cost of new HR technologies
Builds teams of HR experts
Provides better measurement of HR performance
Allows for sharing of applicant pools
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18. FIGURE 5–6 Sample Acceptable Questions Once Conditional Offer Is Made
Do you have any responsibilities that conflict with the job vacancy?
How long have you lived at your present address?
Do you have any relatives working for this company?
Do you have any physical defects that would prevent you from performing certain jobs where, to your knowledge, vacancies exist?
Do you have adequate means of transportation to get to work?
Have you had any major illness (treated or untreated) in the past 10 years?
Have you ever been convicted of a felony or do you have a history of being a violent person? (This is a very important question to avoid a negligent hiring or retention charge.)
What is your educational background? (The information required here would depend on the job-related requirements of the position.)
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19. Measuring Recruiting Effectiveness
What to Measure
How to Measure
Evaluating Recruiting Effectiveness
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20. Validity for Predicting Job Performance*
TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants
Selection Device
Validity for Predicting Job Performance*
Construct
General mental ability tests
0.51
Conscientiousness tests
0.31
Integrity tests
0.41
Method
Work sample tests
0.54
Job knowledge tests
0.48
Structured interviews
Biographical data
0.35
Grade point average
0.23
Ratings of training and experience
0.11
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
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21. FIGURE 5–7 Recruiting Yield Pyramid
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22. 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
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23. Finding Internal Candidates
Hiring from Within
Job Posting
Succession Planning (HRIS)
Rehiring Former Employees
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24. Outside Sources of Candidates
Locating Outside Candidates 1 6 2 3 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
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25. 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
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26. FIGURE 5–8 Top Job Boards Ranked According to Average Number of Job Listings
Source: Workforce Management, May 22, 2006, p. 12.
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27. FIGURE 5–9 Ineffective and Effective Web Ads
Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.
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28. 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.
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29. FIGURE 5–10 Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p. 18.
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30. Types of Employment Agencies
Public Agencies
Private Agencies
Types of Employment Agencies
Nonprofit Agencies
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31. Outside Sources of Candidates (cont’d)
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.
To reduce internal time devoted to recruiting.
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32. Outside Sources of Candidates (cont’d)
Avoiding Problems with Employment Agencies
Provide the agency with accurate and complete job descriptions.
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.
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33. 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
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34. 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 return to the full-time labor market.
Anger toward the corporate world and its values; expressed as alienation and disenchantment.
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35. FIGURE 5–11 Guidelines for Using Temporary Employees
Do not train your contingent workers. Ask their staffing agency to handle training.
Do not negotiate the pay rate of your contingent workers. The agency should set pay.
Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.
Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.
Do not routinely include contingent workers in your company’s employee functions.
Do not allow contingent workers to utilize facilities intended for employees.
Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.
Do not let managers discuss harassment or discrimination issues with contingent workers.
Do not discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.
Do not terminate a contingent worker directly. Contact the agency to do so.
Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.
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36. Working with a Temp Agency
Invoicing. Make sure the agency’s invoice fits your company’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 it 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.
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37. 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
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38. 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.
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39. Outside Sources of Candidates (cont’d)
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
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40. Outside Sources of Candidates (cont’d)
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.
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41. FIGURE 5–12 Best Recruiting Sources
Percentage of employers reporting best-performing sources for hiring without regard to cost, 2004.
Note: Survey of 2,294 organizations.
Source: Workforce Management, December 2004, p. 98.
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42. Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution
Screening Services
Hiring Management
Integrated Employee Recruitment System
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43. Recruiting A More Diverse Workforce
Single Parents
Older Workers
Welfare-to-Work
Minorities and Women
The Disabled
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44. 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
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45. FIGURE 5–13 Employment Application
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46. 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
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47. K E Y T E R M S employment or personnel planning trend analysis
ratio analysis
scatter plot
computerized forecast
qualifications inventories
personnel replacement charts
position replacement card
recruiting yield pyramid
job posting
succession planning
alternative staffing
on demand recruiting services (ODRS)
application form
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