1. Personnel planning and recruiting
Chapter 4
Personnel planning and recruiting

2. Learning outcomes 1- the meaning of personnel planning
2-The steps of recruiting and selecting process
3- the technique of planning and forecasting.
4- internal source and succession planning
5- the external source
6- the need for effective recruitment ( how to measure the effectiveness of recruiting ).
7- using application forms

3. 1- What is the meaning of personnel planning
The process of deciding the jobs which the organization needs to fill and how to fill

4. 2- The steps of recruitment and selection process

5. The selection and recruitment process entails five steps
Identifying jobs duties and requirements
Ddeciding the jobs which the company
needs to fill through personnel planning and forecasting
Building pool of candidates by Using internal and external sources
to obtain candidates

6. Using selection interview to screen out the candidates
Using selection tools like application forms and tests
to identify the fit candidates
Using selection interview to screen out the candidates

7. 3- the technique of personnel planning and forecasting
Forecasting personnel needs
Forecasting the supply of inside candidates
Forecasting The supply of outside candidates
( demand of labour and supply of labour)
then identify the gap and
establish action plan to fill the gap

8. forecasting personnel needs
Human Resources Management 12e Gary Dessler
forecasting personnel needs
Trend analysis
Ratio analysis
Forecasting Tools
Markov analysis
Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs.
Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople).
A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

9. Trend analysis
Means studying variations in the levels of employment in the firm over the last few years
Ratio analysis
Means making forecasting based on the historical ratio between two variables like sales volume and number of employees required

10. Marcov analysis
It shows the feeder positions for a key job.
what is the meaning of feeder positions
those who are may be promoted. For example a junior engineer is a feeder position for an engineer . An engineer is a feeder position for a senior engineer who might be promoted to engineering supervisor.

11. Forecasting the Supply of Inside Candidates
Human Resources Management 12e Gary Dessler
Forecasting the Supply of Inside Candidates
Manual skills
inventories
Computerized skills inventories
Qualifications or skills Inventories
Knowing your staffing needs satisfies only half the staffing equation. Next, you have to estimate the likely supply of both inside and outside candidates. Most firms start with the inside candidates.
Department managers or owners of smaller firms often use manual devices to track employee qualifications. Thus a personnel inventory and development record form compiles qualifications information on each employee.
Computerized skills inventory data typically include items like work experience codes, product knowledge, the employee’s level of familiarity with the employer’s product lines or services, the person’s industry experience, and formal education.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

12. Skills inventories
Contain data on employees performance, education, training, career development
whether manual or computerized.
These help managers determine which
employees are available for promotion Or transfer.

13. Forecasting the Supply of Outside Candidates
it depends on the manager’s own sense of what happing in his industry.
For example
unemployment rates above 7% signaled to HR managers that finding good candidates would be easier.
He then supplements such signal with labor market analyses.
A talent management philosophy requires paying continuous attention to workforceplanning issues. Managers call this newer, continuous workforce planning approachpredictive workforce monitoring.
Workforce planning should logically culminate in a workforce action plan. This lays out
the employer’s projected workforce demand–supply gaps, as well as staffing plans for
filling the necessary positions.
The recruiting yield pyramid is based on experience and solid record-keeping. In our example, if a company needs 50 entry-level accountants, using the pyramid, it will need to generate approximately 1,200 leads to fill the new-hire requirement.
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14. Establishing an action plan
workforce planning should be translated to Action plan to fill the gap between labor supply and demand.
For example the plan should identify:
the position to be filled.
the potential internal and external sources for these positions.
the training, the development, and the promotions.
A talent management philosophy requires paying continuous attention to workforceplanning issues. Managers call this newer, continuous workforce planning approachpredictive workforce monitoring.
Workforce planning should logically culminate in a workforce action plan. This lays out
the employer’s projected workforce demand–supply gaps, as well as staffing plans for
filling the necessary positions.
The recruiting yield pyramid is based on experience and solid record-keeping. In our example, if a company needs 50 entry-level accountants, using the pyramid, it will need to generate approximately 1,200 leads to fill the new-hire requirement.
Copyright © 2013 Pearson Education

15. Succession planning
The process of deciding how to fill the organization’s senior or key jobs.
This process includes the following activities:
Determining the projected needs for managers and professionals.
Auditing current executive talent.
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16. Succession planning Planning individual career path.
Providing training related to performance.
Actually filling the positions.
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17. Advantages of internal sources
Ffilling open positions with inside candidates has several advantages
Mmanagers know a candidates’ strengths and weakness .
They are familiar with employees.

18. Ccurrent employees are more committed to the company
Morale rise if employees see promotions as rewards for loyalty and competence
Inside candidates require less orientation and less training

19. disadvantage of the internal source
Employees who apply for jobs and don’t get them may become discontent.
Time wasted interviewing inside candidates who will not be considered .

20. The external source
If there is not enough inside candidates to fill the jobs, managers will turn to the outsources.

21. Outside Sources of Candidates
Locating Outside Candidates 1 5 3 2 7
Recruiting via the Internet 6
College Recruiting 4 8
Advertising
Employment Agencies
Offshoring/Outsourcing

22. Recruiting via the Internet
Advantages
Cost-effective way to publicize open jobs
More applicants are attracted over a longer period
Immediate applicant responses
Online prescreening of applicants

23. Recruiting via the Internet
Disadvantages
Excessive number of unqualified applicants.
Personal information privacy concerns of applicants.
Lack of relevant information.
Using mandatory formatting for resumes.
Difficulty in using the site.
Slow feedback from employers.

24. Advertising
While the internet is used a great deal, there are still reasons for using printed papers.
The best medium (internet, newspaper, etc.)
should be selected based on the positions for which the organization is recruiting.
For example, if you are seeking a highly specialized researcher, then advertising in the professional journal is the best option.
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25. Public agencies Private agencies Nonprofit agencies
Employment Agencies
Public agencies
Private agencies
Nonprofit agencies
There are three main types of employment agencies:
public agencies operated byfederal, state, or local governments;
agencies associated with nonprofit organizations; and
privately owned agencies.
Every state has a public, state-run employment service agency supported by the Department of Labor.
Private agencies charge fees for each applicant they place.
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26. One is to determine if a candidate is worthy of further consideration.
College Recruiting
involves sending employers’ representatives to college to prescreen applicants.
It has tow main goals :
One is to determine if a candidate is worthy of further consideration.
The other is to build close ties with a college’s career center.
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27. means doing business abroad
Offshoring
means doing business abroad
Hiring workers abroad is becoming more and more common because of the lower costs of doing business abroad .
This includes the wages paid and the lower costs of raw materials and energy sources.
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28. Measuring recruiting effectiveness
Employers spend thousands of dollars every year recruiting applicants, yet few firms attempt to evaluate or measure their recruitment efforts.
So it is important to measure the effectiveness of the recruiting process:through
Measuring recruiting effectiveness
Determine the internal costs such as time spent by the employer on recruiting
Determine the external costs such as employment agency fees or campus visits or online posting
Measuring such costs requires
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29. Measuring recruiting effectiveness
assessing which recruitment method is the most cost effective
Is it more cost effective for us to advertise for applicant on the web or in the paper?
Should we use this employment agency or that one?
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30. Measuring recruiting effectiveness
And also it is important to measure
the performance of the new hire from each source after one year
New hire turnover from each source
Training success and manager’s satisfaction
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31. Application forms
The application form provides four types of information

32. Application Forms Uses of Application Information
Applicant’s education and experience
Applicant’s progress and growth
Applicant’s stability
Applicant’s success

33. first Managers can make judgments on substantial matters such as
Education, experience and the person’s job references.

34. Second
Mmanagers can draw conclusion about the applicant’s pervious progress and growth

35. third
Mmanagers can draw conclusion about the applicant’s stability based on previous work record.

36. fourth
Mmanagers can use the data in the application to predict which candidate will succeed on the job and which will not.

37. Applicant exaggeration
Job applicants often exaggerate their qualifications, so the manager must ensure that the applicants complete the form and sign a statement on it indicating that the information is true.(not fake)
And also manager can request information about each previous employer.
the name of the supervisor, address and phone number. Such information is essential for reference checking