1. Personnel Planning and Recruiting
Chapter 5
Personnel Planning and Recruiting
1. List the steps in the recruitment and selection process.
2. Explain the main techniques used in employment planning and forecasting.
3. Explain and give examples of the need for branding in effective recruiting.
4. Name and describe the main internal sources of candidates.
5. List and discuss the main sources of outside candidates.
6. Explain how to analyze recruiting effort effectiveness.
7. Explain how to recruit a more diverse workforce.

2. Workforce Planning and Forecasting
Workforce (or employment or personnel) Planning
The process of deciding what positions the firm will have to fill, and how to fill them.

3. Workforce Planning and Forecasting
Linking Employer’s Strategy to Plans

4. Workforce Planning and Forecasting
The steps in the Recruitment and Selection Process
Step 1
Decide what positions to fill
Step 2
Build a pool of candidates
Step 3
Have candidates complete application forms
Step 4
Use selection tools
Step 5
Decide who to make an offer to,

5. Workforce Planning and Forecasting
Human Resource Planning Process
Step 1
Forecasting personnel demand
Step 2
Forecasting personnel supply
Step 3
Comparing demand to supply
Step 4
Develop human resource plan

6. Workforce Planning and Forecasting
Forecasting Personnel Needs (Labor Demand)
Trend Analysis
The study of a firm’s past employment needs over a period of years to predict future needs.
Ratio Analysis
A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed
Scatter Plot
A graphical method used to help identify the relationship between two variables.
Computerized Forecasts
The use software packages to determine of future staff needs by projecting sales, volume of production, and personnel required to maintain a volume of output.

7. Workforce Planning and Forecasting
Forecasting the Supply of Inside Candidates
Qualifications / Skills Inventories
Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion.
Manual Systems and Replacement Charts
Personnel Replacement Charts
Company records showing present performance and promotability of inside candidates for the most important positions.
Position Replacement Card
A card prepared for each position in a company to show possible replacement candidates and their qualifications.

8. Workforce Planning and Forecasting
Forecasting the Supply of Inside Candidates
Computerized Skills Inventories
Computerized records listing employees’ …..
The Matter of Privacy
Keeping the information private

9. Workforce Planning and Forecasting
Forecasting the Supply of Outside Candidates 1
General economic condition 2
Expected unemployment rate
How to find the needed data?

10. Workforce Planning and Forecasting
Talent Management and Predictive Workforce Monitoring 1
Paying continuous attention 2
Being proactive

11. Workforce Planning and Forecasting
Developing an Action Plan to Match Projected Labor Supply and Labor Demand 1
Demand more than supply
Shortage 2
Supply more than demand
Surplus 2
Supply equals demand
Balance

12. Workforce Planning and Forecasting
Recruiting yield pyramid
The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

13. The Need for Effective Recruiting
Employee Recruiting
Finding and/or attracting applicants for the employer’s open positions
Why recruiting is important?
Developing the Brand
The Supervisor’s Role

14. Internal Sources of Candidates
Hiring from Within
What are the advantages?
What are the disadvantages?

15. Internal Sources of Candidates
Job Posting
Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes.
Rehiring Former Employees
Some one who left the firm
Succession Planning
The process of ensuring a suitable supply of successors for current and future senior or key jobs.

16. Sources of Outside Candidates
Outside Sources of Candidates
Hiring from outside the organization
What are the advantages?
What are the disadvantages?

17. Sources of Outside Candidates
Outside Sources of Candidates
Recruiting via the Internet
Advantages – disadvantages – ATS – effective internet ads and systems
Advertising
The media – constructing the ad – employment ad and image
Employment Agencies
Public and nonprofit agencies – agencies associated with nonprofit organizations - private agencies
Temp Agencies and Alternative Staffing
Benefits & costs – guidelines – alternative staffing

18. Sources of Outside Candidates
Outside Sources of Candidates
Off shoring / Outsourcing Jobs
Main issues
Executive Recruiters
Pros & cons - guidelines
On Demand Recruiting Services
A service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms
College Recruiting
On campus recruiting goals – on sites visits - Internship

19. Sources of Outside Candidates
Outside Sources of Candidates
Referrals
Pros and cons
Walk Ins
Pros and cons
Telecommuters
Pros and cons
Military Personnel
Pros and cons

20. Sources of Outside Candidates
Outside Sources of Candidates
Recruiting source use and effectiveness
Evidenced-Based HR: Measuring Recruiting Effectiveness

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

22. Developing and Using Application Forms
The form that provides information on education, prior work record, and skills.
Purpose of Application Forms
Application Guidelines
Application Forms and EEO Law
Using Application Forms to Predict Job Performance
Mandatory Arbitration