1. Planning for and Recruiting Human Resources
Chapter 5
Planning for and Recruiting Human Resources

2. Human Resource Planning
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3. Forecasting Demand for Labor
Trend analysis
Using statistical models to predict labor demand for next year
Leading indicators
Objective measures that accurately predict future labor demand
Subjective judgments
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4. Determining Labor Supply
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5. Labor Supply Management Options
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6. Managing a Surplus Downsizing Early retirement programs Pros and Cons
Planned elimination of large numbers of personnel
Early retirement programs
Programs that encourage older workers to leave voluntarily
Pros and Cons
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7. Managing a Shortage Temporary and Contract Workers Outsourcing
Manufacturing or payroll
Pros and cons
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8. Implementing & Evaluating the Plan
Who is responsible for the results?
Was the organization successful in avoiding the labor shortages or surpluses?
Which parts of the plan were successful or not?
What was the impact of the plan on workforce utilization?
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9. Recruiting Identifying and attracting potential employees
Three areas of focus:
Personnel policies
Recruitment sources
Characteristics of the recruiter
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10. Recruiting
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11. Personnel Policies Recruiting from within or outside the company
Pay strategies
Employment at will vs. due-process policies
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12. Recruitment Sources
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13. Evaluating Recruiting Sources
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14. Who is an Applicant?
In March 2004, the EEOC re-defined the term “applicant”
To be considered an applicant:
The employer has acted to fill a particular position
The individual has followed the employer’s standard application procedures
The individual indicates an interest in the particular position
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