1. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-1 Personnel Planning and Recruiting Chapter 4

2. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-2 What is job analysis? It is the procedure usually done by a supervisor or HR specialist that determines the duties of specific jobs and the characteristics of the people who should be hired to do them Job descriptions Job specifications Plays central role in equal employment compliance

3. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-3 Methods of Collecting Job Analysis Information Interviews Questionnaires Observation Participant Diary/Logs Using the Internet

4. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-4 Obtaining the Job Analysis Information 1.Greet participants and conduct brief introductions 2.Briefly explain the job analysis process and the participant’s role in the process 3.Spend about 15 minutes determining the scope of the job you’re about to analyze by getting agreement on the job’s basic summary

5. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-5 4.Identify the job’s broad functional or duty areas, such as “administrative” and “supervisory” 5.Identify tasks within each duty area using a flip chart or collaboration software 6.Print the task list and get the group to sign off on it Obtaining the Job Analysis Information, cont.

6. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-6 Writing Job Descriptions A job description is a written statement of what the jobholder does, how he or she does it, and under what conditions the job is performed

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11. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-11 Parts of a Job Description The Job Identification section is the job title The Job Summary describes the general nature (i.e. major functions and activities) of the job

12. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-12 Relationships statement may show the jobholder’s relationships with others inside and outside the organization and may include the following sections: Reports to Supervises Works with Outside the company Parts of a Job Description, cont.

13. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-13 Responsibilities and Duties is the heart of the job description and presents a detailed list of the job’s responsibilities and duties Authority defines the limits of the jobholder’s authority, i.e. may approve purchases up to $5,000 or grant time off or leaves of absence Parts of a Job Description, cont.

14. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-14 Standards of Performance lists the standards the employee is to achieve in each of the job description’s main duties and responsibilities Working Conditions and Physical Environment lists the general working conditions of the job and may include noise level, any hazardous conditions, heat, cold, etc. Parts of a Job Description, cont.

15. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-15 Internet-Based Job Descriptions Simplified process, easily searchable Content can be customized Some, like the US Dept. of Labor’s Occupational Information Network or O*NET (www.doleta.gov/programs/onet), are freewww.doleta.gov/programs/onet

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18. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-18 Job Descriptions and ADA Compliance Job descriptions are not required by the Americans with Disabilities Act (ADA) ADA litigation usually revolves around the question of Essential Job Functions Essential Job Functions are those duties that employees must be able to perform, with or without reasonable accommodation and should be listed “essential” on the job description

19. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-19 Writing Job Specifications After careful analysis of the job description, the Job Specifications answers the question “what human traits and experience are required to do this job well?” Can be a section of the job description or a completely separate document

20. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-20 Placing trained employees is usually not too difficult as the past can usually predict the future The difficulty arises when placing untrained employees without job specifications that identify those personal traits that predict which candidate would do well in the job O*NET job specifications can provide information for both trained and untrained personnel Writing Job Specifications, cont.

21. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-21 Job Analysis in a “Jobless” World A job is more than a set of closely related activities carried out for pay Globalization has helped to create broadly defined job descriptions and flexible employees have dramatically changed the process to include multi-skilled job assignments, participative decision-making, or working with a team

22. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-22 Traditional vs. Competency-Based Job Analysis Competencies are demonstrable characteristics of a person that enables performance Job competencies are observable and measurable knowledge, skills and/or behaviors making up the job Traditional analysis is job centered and focuses on the “what” – competency-based analysis is worker centered and focuses on the “how”

23. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-23 The Recruitment and Selection Process 1.Do workforce planning and forecasting to determine positions to be filled 2.Build a pool of candidates for these jobs by recruiting internal or external candidates 3.Have applicants fill out application forms and perhaps undergo an initial screening interview

24. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-24 4.Utilize various selection techniques to identify viable candidates 5.Send one or more viable job candidates to the supervisor responsible for the job 6.Have candidate(s) go through one or more selection interviews with the supervisor and other relevant parties to determine to which candidate(s) an offer should be made The Recruitment and Selection Process, cont.

25. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-25 Workforce Planning and Talent Management Workforce planning is the process of formulating plans to file employer’s future openings based on (1) strategically projecting open positions and (2) deciding whether to fill these with inside or outside candidates

26. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-26 How to Forecast Personnel Needs Trend analysis identifies historical trends within the company to help predict future needs Ratio analysis forecasts data based on the ratio between causal factors and the number of employees required Scatter plots show graphically how two variables are related

27. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-27 The Role of Managerial Judgment –Managerial judgment considers the following factors that may influence forecasts: –Projected turnover –Quality and skills of employees –Strategic decisions to upgrade quality or enter new markets

28. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-28 –Technological and other changes resulting in increased productivity –Financial resources available to the department The Role of Managerial Judgment, cont.

29. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-29 Forecasting Supply of Candidates Forecasting external candidates requires general economic analysis and expected unemployment rates A low rate of unemployment indicates a low labor supply increasing recruiting difficulty Local labor market conditions should be considered Availability of potential job candidates for a specific occupation

30. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-30 Forecasting internal candidates requires demographic analysis as well as information on employee turnover Qualifications inventories can facilitate internal candidate forecasting by providing data like performance records, educational background, ages, and promotability either manually or in a computerized information system Forecasting Supply of Candidates, cont.

31. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-31 Personnel replacement charts show present performance and promotability for each potential replacement for important positions Forecasting Supply of Candidates, cont.

32. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-32 Succession Planning details the company’s long-range plan to fill its most key positions by making sure a qualified supply of successors exist and employee careers can be optimally managed

33. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-33 Steps to Succession Planning Analysis of demand for managers and professionals by company level, function and skill Audit of existing executives and projection of future supply from internal/external sources Planning individual career paths based on objective estimates of future needs based on performance appraisals and assessments Career counseling based on realistic company and individual expectations

34. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-34 Accelerated promotions with development targeted against future business needs Performance-related training and development to prepare individuals for future roles Planned strategic recruitment not only to fill short-term needs but also provide development for future needs Steps to Succession Planning, cont.

35. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-35 Talent management is the planning, attracting, developing, managing, paying and retaining employees throughout the organization Process is growing in popularity due to increased employer competition and availability of talent management systems Steps to Succession Planning, cont.

36. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-36 Characteristics of Talent Management 1.Viewing various talent management activities as a single integrated process helps managers focus 2.Effective talent management processes integrate the underlying activities 3.Must be goal-directed with employee efforts aligned with company’s strategic goals 4.Effective talent management systems are usually information technology based

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38. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-38 Recruiting Job Candidates 1.Recruiting candidates should make sense regarding strategic plans 2.Recruiting should not rely on only one method as some are superior to others depending on who you are recruiting 3.Results reflect various non-recruitment issues 4.Be aware of legal restraints 5.Evaluate efforts

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40. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-40 Internal Recruiting of Candidates Often employer’s best bet Requires using job postings, personnel records and skill banks Job postings are announcements on company bulletin boards and/or Web site that list positions and their attributes

41. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-41 External Recruiting via the Internet User-friendly company websites can be used as an efficient recruiting tool if: –Potential employees are able to easily access and view current openings from the home page –Pre-employment screening assessments are kept simple –Users are allowed to apply online as well as via fax or email if they prefer and register for updates

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44. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-44 Another effective tool is using a Job board (Careerbuilder.com or Monster.com) or certain industry/professional association sites Social networking sites like LinkIn.com or Monster networking are becoming popular YouTube.com can help get the word out about a company’s culture

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46. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-46 The new  jobs domain gives job-seekers a simple, one-click conduit for finding jobs with employers who registered at  jobs Virtual job fairs or postings on networking sites like Second Life can attract potential employees

47. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-47 Internet Recruiting Pros and Cons Pros Free or low cost Longer lifespan than traditional mediums Fast – can start receiving applications immediately Cons Too much response Legal pitfalls regarding unintended discrimination EEOC compliance is difficult to prove

48. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-48 Keeping Track of Applicants An Applicant Tracking System is software purchased and installed to track applicants and perform other services such as pre-screening and scheduling interviews Most Applicant Tracking Systems compile a searchable database for employer use Application Service Providers (ASPs) are contracted by employers for whatever reason to process applicant tracking work off-site

49. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-49 Advertising as a Recruiting Tool –Select the best medium for the specific position, i.e. local newspaper vs. trade journal –Experienced advertisers construct ads based on a four-point guide labeled AIDA (attention, interest, desire, action)

50. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-50 The Employment Agency There are three basic types of agency: 1.Operated by federal, state, or local governments 2.Those associated with nonprofit organizations 3.Privately owned agencies

51. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-51 Recruiting with Employment Agencies Employment agencies are useful if your firm Does not have an HR department Has found generating an applicant pool difficult in the past or must fill an opening quickly Wants to attract a minority group or females Wants to reach employed individuals who might be more comfortable dealing with an agency than a competitor

52. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-52 The Role of the Temporary Worker Supplements regular workforce Fills-in for vacationing or sick employees Cost-effective Allows employers to expand and contract with changes in demand Allows employers to try-out an employee before hiring them as a regular employee

53. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-53 Alternative Staffing Methods Executive recruiters (also called Headhunters) are a means of Alternative Staffing Executive recruiters are special employment agencies retained by employers to seek out top- management talent and can be useful in making contacts On the downside can be time-consuming or recruiters may manipulate employers by pushing an inappropriate candidate

54. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-54 College Recruiting and Interns College recruiting efforts can be problematic –Can be expensive and time-consuming –Recruiters are sometimes ineffective due to being unprepared, showing little interest in candidates or acting superior Internships are growing in popularity –Allows employers to try-out a candidate –Allows students to hone business skills

55. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-55 Other Candidate Sources Employee Referral Programs Walk-ins Customers as candidates Telecommuters

56. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-56 Recruiting a Diverse Workforce Recruiting older workers, single parents, minorities/women and the disabled show that a company is a good place for to work Requires planning audience-targeted media, highly diverse ads, emphasizing an inclusive culture through policy statements and by using minority/female and/or older recruiters

57. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-57 Developing and Using Application Forms The Application Form is a good way to quickly collect verifiable and fairly accurate historical data from the candidate usually including information about education, prior work history and hobbies Must be EEOC compliant Careful attention should be paid to all forms, especially online applications

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60. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-60 The Dangers of the Video Resume Although employers might get a better feel for a candidate’s professional demeanor, presentation skills and job experience, if rejected – the candidate could claim discrimination

61. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-61 Application Etiquette 101 Application Receipt means the screening process begins Be courteous to candidates and take the time to answer their questions Stay in touch with the candidates through candidate relationship management systems for future job possibilities

62. Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 4-62 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.