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

2. 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.

3. 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

4. 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

5. 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

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

7. 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.

8. 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

9. 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.,
Virtual Job Fairs
Web-based ads e.g., application tracking systems

10. Types of Employment Agencies
Public Agencies
Private Agencies
Types of Employment Agencies
Nonprofit Agencies

11. 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

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

13. 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

14. 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

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