1. Planning and Recruitment
Dessler, Cole, Goodman, and Sutherland
In-Class Edition
Management of Human Resources
Second Canadian Edition
Chapter Four
Human Resources
Planning and Recruitment 4
© 2007 Pearson Education Canada

2. The Strategic Role of Human Resources Planning
HR Planning
review human resources requirements to
ensure:
the necessary number of employees
the necessary employee skills
to meet organizational goals

3. The Strategic Role of Human Resources Planning
Importance of HR Planning
-plan staffing and development activities
achieve economies in hiring
anticipate and avoid staff shortages/surpluses
establish employment equity goals/timetables

4. The Strategic Role of Human Resources Planning
HR Planning
Strategic Planning
reciprocal and interdependent relationship
environmental scanning critical for both

5. The HR Planning Process
3. Balance Supply and Demand
2. Forecast Future Internal/External Candidates (Supply)
1. Forecast Future HR Needs (Demand)

6. Forecasting Future HR Demand
Forecasting based on:
quality and nature of employees
decisions regarding product quality
plans for technological change
financial resources

7. Forecasting Future HR Demand
Quantitative Approaches
Trend analysis: review past employment levels
Ratio analysis: ratio of business activity/employees
Scatter plot: graph of business activity/employees
(regression or forecasting software can enhance
the scatter plot)

8. Forecasting Future HR Demand
Qualitative Approaches
1. Nominal Group Technique
experts meet face-to-face
group discussion facilitates exchange of ideas
possible subjectivity, group pressure
2. Delphi Technique
experts work independently
wide range of views
difficult to integrate diverse opinions

9. Forecasting Future HR Supply (Internal Candidates)
Skills Inventories
manual or computerized records
used to identify internal candidates for transfer
or promotion
summary of each employee’s:
education
experience
interests
skills

10. Forecasting Future HR Supply
Replacement Charts
visual representations of likely internal
replacement employees for each position
data on each candidate includes:
age
present performance rating
promotability status

11. Forecasting Future HR Supply
Succession Planning
plans to fill key executive positions
maintains a supply of successors for current and future jobs
balances organization's needs for top managers with the potential and aspiration of internal candidates
support individual career development

12. Forecasting Future HR Supply (External Candidates)
general economic conditions
national labour market conditions
local labour market conditions
occupational market conditions

13. Balancing Supply and Demand
Dealing with a Labour Surplus
hiring freeze
attrition
buy-out and early retirement programs
reducing hours (job sharing, reduced
workweek, part-time work, work sharing)
layoffs
termination with outplacement assistance

14. Balancing Supply and Demand
Dealing with a Labour Shortage
overtime
hiring temporary employees
subcontracting work
external recruitment
transfers
promotions

15. Recruitment process of managing a labour shortage by
searching for job candidates:
adequate number
qualified
from whom to select staff needed to meet
job requirements

16. Purposes of Recruitment
generate adequate pool of candidates at
minimum cost
increase success rate of selection process
achieve employment equity goals
attract qualified candidates suited to
organizational culture

17. The Recruitment Process
Generate pool of qualified candidates
Select methods of recruitment
Specify job requirements
Identifying job openings

18. Constraints on the Recruitment Process
organizational policies and plans
job specifications
inducements of competitors
environmental factors

19. Recruiting Within the Organization
Advantages
enhanced morale if competence is rewarded
more commitment to company goals
longer-term perspective on business decisions
more accurate assessment of candidate’s skills
less orientation required

20. Recruiting Within the Organization
Disadvantages
discontent of unsuccessful candidates
time consuming to post and interview all
candidates if one is already preferred
employee dissatisfaction with insider as new
boss
possibility of “inbreeding”

21. Recruiting Within the Organization
Requirements
Job
Posting
Human
Resources
Records
Skills
Inventories

22. Recruiting Outside the Organization
Advantages
larger, more diverse pool of qualified candidates
acquisition of new skills and knowledge for
creative problem solving
elimination of rivalry for transfers/promotions
cost savings from hiring skilled individuals with
no need for training

23. Recruiting Outside the Organization
Yield Pyramid 50
New hires
Offers made (2:1)
Candidates interviewed (3:2)
Candidates invited (4:3)
Leads generated (6:1)
100
150
200
1200

24. Recruiting Outside the Organization
Methods
online recruiting
print advertising
private employment agencies
executive search firms
educational institutions
other (walk-ins, employee referrals, HRDC etc)

25. Recruiting Outside the Organization
Non-Permanent Staff
temporary help agencies
contract workers
employee leasing
outsourcing/subcontracting

26. Recruiting Outside the Organization
Online Recruiting
Three approaches:
Internet job boards
2. Company Website and intranet
3. Application Service Provider software rental

27. Recruiting Outside the Organization
Advertising
media to be used depends on:
type of position
type of candidate
construction of the ad:
AIDA (attention; interest; desire; action)
want ads vs. blind ads

28. Recruiting Outside the Organization
Use of Private Employment Agency
no HR department
past difficulty in generating pool of qualified
candidates
position must be filled quickly
desire to recruit designated group members

29. Recruiting Outside the Organization
Executive Search Firms
often specialize in particular type of talent
adept at approaching employed candidates
not currently looking for a job
confidentiality

30. Recruiting a More Diverse Workforce
older workers
younger workers
designated group members:
women
visible minorities
disabled
Aboriginal