1. Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Human Resources Human Resources Planning and Recruiting Chapter 5 Part 2 | Recruitment and Placement

2. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–2 After studying this chapter, you should be able to: 1.List the steps in the recruitment and selection process. 2.List and discuss the main outside sources of candidates. 3.Effectively recruit job candidates. 4.Name and describe the main internal sources of candidates. 5.Develop a help wanted ad. 6.Explain how to recruit a more diverse workforce.

3. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–3 The Recruitment and Selection Process 1.Decide what positions to fill through personnel planning and forecasting. 2.Build a candidate pool by recruiting internal or external candidates. 3.Have candidates complete application forms and undergo initial screening interviews. 4.Use selection tools to identify viable candidates. 5.Decide who to make an offer to, by having the supervisor and others interview the candidates.

4. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–4 FIGURE 5–1Steps in Recruitment and Selection Process The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

5. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–5 FIGURE 5–2Linking Employer’s Strategy to Plans

6. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–6 Planning and Forecasting Employment or Personnel PlanningEmployment or Personnel Planning  The process of deciding what positions the firm will have to fill, and how to fill them. Succession PlanningSuccession Planning  The process of deciding how to fill the company’s most important executive jobs. What to Forecast?What to Forecast?  Overall personnel needs  The supply of inside candidates  The supply of outside candidates

7. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–7 Forecasting Personnel Needs Trend AnalysisScatter Plotting Forecasting Tools Ratio Analysis

8. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–8 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 200240 300260 400470 500 600620 700660 800820 900860

9. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–9 Drawbacks to Traditional Forecasting Techniques They focus on projections and historical relationships.They focus on projections and historical relationships. They do not consider the impact of strategic initiatives on future staffing levels.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 support compensation plans that reward managers for managing ever-larger staffs. They “bake in” the idea that staff increases are inevitable.They “bake in” the idea that staff increases are inevitable. They validate and institutionalize present planning processes and the usual ways of doing things.They validate and institutionalize present planning processes and the usual ways of doing things.

10. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–10 Using Computers to Forecast Personnel Requirements Computerized ForecastsComputerized 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.  Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.

11. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–11 FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

12. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–12 Forecasting the Supply of Inside Candidates Manual Systems and Replacement Charts Qualification Inventories Computerized Information Systems

13. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–13 The Matter of Privacy Ensuring the Security of HR InformationEnsuring the Security of HR Information  Control of HR information through access matrices  Access to records and employee privacy

14. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–14 Forecasting Outside Candidate Supply Factors In Supply of Outside CandidatesFactors In Supply of Outside Candidates  General economic conditions  Expected unemployment rate Sources of InformationSources of Information  Periodic forecasts in business publications  Online economic projections  U.S. Congressional Budget Office (CBO)  U.S. Department of Labor’s O*NET™  Bureau of Labor Statistics (BLS)  Other federal agencies and private sources

15. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–15 Effective Recruiting External Factors Affecting RecruitingExternal Factors Affecting Recruiting  Supply of workers  Outsourcing of white-collar jobs  Fewer “qualified” candidates Other Factors Affecting RecruitingOther 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

16. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–16 Effective Recruiting (continued) Advantages of Centralizing RecruitmentAdvantages 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

17. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–17 Measuring Recruiting Effectiveness What to Measure How to Measure Evaluating Recruiting Effectiveness

18. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–18 FIGURE 5–5Recruiting Yield Pyramid

19. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–19 Internal Candidates: Hiring from Within 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. AdvantagesDisadvantages

20. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–20 Finding Internal Candidates Hiring from Within Job Posting Succession Planning (HRIS) Rehiring Former Employees

21. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–21 Outside Sources of Candidates 12 345 Advertising Recruiting via the Internet Employment Agencies Temp Agencies and Alternative Staffing Offshoring/Outsourcing 67 89 On Demand Recruiting Services (ODRS) Executive Recruiters College Recruiting Referrals and Walk-ins Locating Outside Candidates

22. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–22 Outside Sources of Candidates (continued) Recruiting via the InternetRecruiting via the Internet  Advantages  Cost-effective way to publicize job openings  More applicants attracted over a longer period  Immediate applicant responses  Online prescreening of applicants  Links to other job search sites  Automation of applicant tracking and evaluation  Disadvantages  Exclusion of older and minority workers  Excessive number of unqualified applicants  Personal information privacy concerns of applicants

23. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–23 FIGURE 5–6 An Indian Online Employment Portal Source: http://www.timesjobs.com, accessed in September 2010.

24. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–24 FIGURE 5–7Ineffective and Effective Web Ads Source: Workforce, December 2001, © Crain Communication, Inc. Reprinted with permission.

25. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–25 Advertising for Outside Candidates The Media ChoiceThe Media Choice  Selection of the best medium depends on the positions for which the firm is recruiting.  Newspapers: local and specific labor markets  Trade and professional journals: specialized employees  Internet job sites: global labor markets Effective AdsEffective Ads  Create attention, interest, desire, and action (AIDA).  Create a positive impression of the firm.

26. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–26 Employment Agencies Government Employment Exchanges Private Agencies Types of Employment Agencies Nonprofit Agencies

27. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–27 Outside Sources of Candidates (continued) Why Use a Private Employment AgencyWhy Use a Private Employment Agency  No HR department: firm lacks recruiting and screening capabilities.  To attract a pool of qualified applicants.  To fill a particular opening quickly.  To attract more minority or female applicants.  To reach currently employed individuals who are more comfortable dealing with agencies.  To reduce internal time devoted to recruiting.

28. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–28 Outside Sources of Candidates (continued) Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies  Provide the agency with accurate and complete job descriptions.  Make sure tests, application blanks, and interviews are part of the agency’s selection process.  Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.  Screen agency for effectiveness in filling positions.  Supplement the agency’s reference checking by checking the final candidate’s references yourself.

29. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–29 Temp Agencies and Alternative Staffing Benefits of TempsBenefits of Temps  Increased productivity—paid only when working  Allows “trial run” for prospective employees  No recruitment, screening, and payroll administration costs Costs of TempsCosts of Temps  Increased labor costs due to fees paid to temp agencies  Temp employees’ lack of commitment to the firm

30. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–30 Concerns of Temp Employees Dehumanizing, impersonal, and discouraging treatment by employers.Dehumanizing, impersonal, and discouraging treatment by employers. Insecurity about employment and pessimism about the future.Insecurity about employment and pessimism about the future. Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits. Being misled about job assignments and whether temporary assignments are likely to become full-time positions.Being misled about job assignments and whether temporary assignments are likely to become full-time positions. Being “underemployed” while trying return to the full- time labor market.Being “underemployed” while trying return to the full- time labor market. Anger toward the corporate world and its values; expressed as alienation and disenchantment.Anger toward the corporate world and its values; expressed as alienation and disenchantment.

31. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–31 FIGURE 5–9 Things Managers Should Avoid When Supervising Temp Employees Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53. 1.Do not train your contingent workers. Ask their staffing agency to handle training. 2.Do not negotiate the pay rate of your contingent workers. The agency should set pay. 3.Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so. 4.Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency. 5.Do not routinely include contingent workers in your company’s employee functions. 6.Do not allow contingent workers to utilize facilities intended for employees. 7.Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. 8.Do not let managers discuss harassment or discrimination issues with contingent workers. 9.Do not discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings. 10.Do not terminate a contingent worker directly. Contact the agency to do so.

32. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–32 Working with a Temp Agency Invoicing. Make sure the agency’s invoice fits your company’s needs.Invoicing. Make sure the agency’s invoice fits your company’s needs. Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s fees. Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee?Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee? Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay?Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts of benefits it will it pay? Dress code. Specify the attire at each of your offices or plants.Dress code. Specify the attire at each of your offices or plants. Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders.Equal employment opportunity statement. Get a statement from the agency that it does not discriminate when filling temp orders. Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it.Job description information. Ensure that the agency understands the job to be filled and the sort of person you want to fill it.

33. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–33 Outside Sources of Candidates (continued) Executive Recruiters (Headhunters)Executive Recruiters (Headhunters)  Contingent-based recruiters  Retained executive searchers  Internet technology and specialization trends Guidelines for Choosing a RecruiterGuidelines for Choosing a Recruiter 1. Make sure the firm is capable of conducting a thorough search. 2. Meet individual who will handle your assignment. 3. Ask how much the search firm charges. 4. Never rely solely on the recruiter to do reference checking.

34. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–34 Outside Sources of Candidates (continued) College RecruitingCollege Recruiting  On-campus recruiting goals  To determine if the candidate is worthy of further consideration  To attract good candidates  On-site visits  Invitation letters  Assigned hosts  Information packages  Planned interviews  Timely employment offer  Follow-up  Internships

35. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–35 Outside Sources of Candidates (continued) Employee ReferralsEmployee Referrals  Referring employees become stakeholders.  Referral is a cost-effective recruitment program.  Referral can speed up diversifying the workforce.  Relying on referrals may be discriminatory. Walk-insWalk-ins  Seek employment through a personal direct approach to the employer.  Courteous treatment of any applicant is a good business practice.

36. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–36 Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting Requisition Management System Integrated Recruiting Solution Screening Services Hiring Management Integrated Employee Recruitment System

37. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–37 Recruiting A More Diverse Workforce Single Parents Older Workers Welfare-to-Work Minorities and Women The Disabled

38. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–38 Developing and Using Application Forms Applicant’s education and experience Applicant’s likelihood of success Applicant’s progress and growth Uses of Application Information Applicant’s employment stability

39. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–39 FIGURE 5–13 Employment Application

40. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 5–40 K E Y T E R M S employment or personnel planning trend analysis ratio analysis scatter plot computerized forecast qualifications inventories personnel replacement charts position replacement card recruiting yield pyramid job posting succession planning alternative staffing on demand recruiting services (ODRS) application form