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 give 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(nonexempt are entitled for overtime pay).
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11. Forecasting the Supply of Inside Candidates
Manual Systems and Replacement Charts
Qualification Inventories
Computerized Information Systems
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12. 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 Privacy Act of 1974
Americans with Disabilities Act
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13. 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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14. 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
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15. 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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16. 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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17. 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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18. Measuring Recruiting Effectiveness
What to Measure
How to Measure
Evaluating Recruiting Effectiveness
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19. 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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20. FIGURE 5–7 Recruiting Yield Pyramid
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21. 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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