Post on 03-Apr-2018
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Human Resource Planning
and Recruitment
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Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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Strategic Planning
Strategic Planning - Process by which top
management determines overall organizational
purposes and objectives and how they are to be
achieved
Strategic planning at all levels can be divided
into four steps
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Strategic Planning and Implementation ProcessMISSION DETERMINATION Decide what is
to be accomplished (purpose) Determine
principles that will guide the effort
ENVIRONMENTAL ASSESSMENT Determining external
conditions, threats, and opportunities Determining competencies,
strengths, and weaknesses within the organizationExternalInternal
OBJECTIVE SETTING Specifyingcorporate-level objectives that are:
Challenging, but
attainable Measurable
Time-specific
Documented (written)
STRATEGY SETTING Specifying anddocumenting corporate-level strategies and planning
STRATEGY IMPLEMENTATION
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Strategy Implementation
Leadership
Organizational Structure
Information and Control Systems
Technology
Human Resources
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Human Resource Planning
Systematic process of matching internal
and external supply of people with job
openings anticipated in the organization
over a specified period of time
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Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning
Human Resource Planning
ForecastingHuman
ResourceRequirements
ComparingRequirementsand Availability
ForecastingHuman
ResourceAvailabilitySurplus ofWorkersDemand =Supply
No Action
Shortage ofWorkers
RecruitmentSelection
Restricted Hiring,Reduced Hours, EarlyRetirement, Layoffs,
Downsizing
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Linking Employers Strategy to Plans
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Planning and Forecasting
Employment or Personnel Planning
The process of deciding what positionsthe firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill thecompanys most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates The supply of outside candidates
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Forecasting Personnel Needs
Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
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Determining the Relationship BetweenHospital Size and Number of Nurses
Note: After fitting the line, you
can project how manyemployees are needed, given
your projected volume.
Hospital Size(Number
of Beds)
Number ofRegistered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
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Drawbacks to Traditional ForecastingTechniques
They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives onfuture staffing levels.
They support compensation plans that reward managersfor managing ever-larger staffs.
They bake in the idea that staff increases are inevitable.
They validate and institutionalize present planningprocesses and the usual ways of doing things.
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Using Computers to ForecastPersonnel Requirements
Computerized Forecasts
Software that estimates future staffing needs by:
Projecting sales, volume of production, and
personnel required to maintain different volumes ofoutput.
Forecasting staffing levels for direct labor, indirectstaff, and exempt staff.
Creating metrics for direct labor hours and threesales projection scenariosminimum, maximum,and probable.
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Forecasting the Supply ofInside Candidates
Manual systems and
replacement charts
Computerized skills
inventories
Qualification
Inventories
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Management Replacement Chart Showing Development Needs ofPotential Future Divisional Vice Presidents
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Forecasting Outside CandidateSupply
Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Sources of Information
Periodic forecasts in business publications
Online economic projections
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The Recruitment and SelectionProcess
1. Decide what positions to fill throughpersonnel planningand forecasting.
2. Build a candidate pool by recruitinginternal or external
candidates.3. Have candidates complete application formsand undergo
initial screening interviews.
4. Use selection toolsto identify viable candidates.
5. Decide who to make an offer to, by having the supervisorand others interviewthe candidates.
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The Need for Effective Recruiting
Effectiveness of
chosen recruiting
methods
Effects of
nonrecruitment
issues and policies
Recruiting Challenges
Legal requirements
associated with
employment laws
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Effective Recruiting
External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer qualified candidates
Other Factors Affecting Recruiting Success
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
Employment laws
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Organizing How You Recruit
Facilitates
strategic
priorities
Reduces
duplication of
HR activities
Ensures
compliance with
EEO laws
Advantages of Centralizing Recruiting Efforts
Fosters effective
use of online
recruiting
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Recruiting Yield Pyramid
16%
75%
67%
50%
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Internal Sources of Candidates
Foreknowledge ofcandidates strengthsand weaknesses
More accurate view ofcandidates skills
Candidates have a strongercommitmentto the company
Increases employee morale
Less training andorientation required
Failed applicants becomediscontented
Time wasted interviewinginside candidates who willnot be considered
Inbreeding strengthenstendency to maintain thestatus quo
Advantages Disadvantages
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Finding Internal Candidates
Posting open
job positions
Rehiring former
employees
Hiring-from-Within Tasks
Succession
planning (HRIS)
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Outside Sources of Candidates
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative
Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting Services
(ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates
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Some Top Online Recruiting Job Boards
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Recruiting 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
Unqualified applicants overload the system
Personal information privacy concerns of applicants
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Ineffective and Effective Web Ads
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Advertising for Outside Candidates
The Media Choice
Selection of the best medium depends on the positionsfor which the firm is recruiting.
Newspapers: local and specific labor markets Trade and professional journals: specialized
employees
Internet job sites: global labor markets
Constructing (Writing) Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression (image) of the firm.
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Help Wanted Ad that Draws Attention
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Employment Agencies
Public
agencies
Private
agencies
Types of Employment
Agencies
Nonprofit
agencies
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Offshoring and Outsourcing Jobs
Political and militaryinstability
Cultural
misunderstandings
Customers securing
and privacy
concerns
Foreign contracts,
liability, and legal
concerns
Special training of
foreign employees
Costs of foreign
workers
Resentment and
anxiety of U.S.
employees/unions
Outsourcing/
Offshoring
Issues
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Executive Recruitment
Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
Guidelines 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. Make sure the recruiter and you agree on what sort of person youneed for the position.
5. Never rely solely on the recruiter to do reference checking.
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College Recruiting
On-campus recruiting goals
To determine if the candidate isworthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information packages Planned interviews
Timely employment offer
Follow-up
Internships
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Sources of Outside Applicants
Employee
referralsWalk-ins Telecommuters
Other Sources of Outside Applicants
Military
personnel
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Employee Referrals and Walk-ins
Employee 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-ins
Seek employment through a personal direct approach tothe employer.
Courteous treatment of any applicant is a good businesspractice.
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Recruitment Research Findings: Practical Applications for Managers
Recruitment Research Finding Practical Applications for Managers
The recruitment source affects the characteristics
of applicants you attract.
Use sources such as referrals from current
employees that yield applicants more likely to be
better performers.
Recruitment materials have a more positive
impact if they contain more specific information.
Provide applicants with information on aspects
of the job that are important to them, such as
salary, location, and diversity.
Organizational image influences applicants initial
reactions.
Ensure all communications regarding an
organization provide a positive message
regarding the attractiveness of the organization
as a place to work.
Applicants with a greater number of job
opportunities are more attentive to early
recruitment activities.
Ensure initial recruitment activities (e.g., Web
site, brochure, on-campus recruiting) are
attractive to candidates.
Realistic job previews that highlight both the
advantages and the disadvantages of the job
reduce subsequent turnover.
Provide applicants with a realistic picture of the
job and organization, not just the positives.
Applicants will infer (perhaps erroneous)
information about the job and company if the
information is not clearly provided by the
company.
Provide clear, specific, and complete information
in recruitment materials so that applicants do not
make erroneous inferences about the job or the
employer.
Recruiter warmth has a large and positive effect
on applicants decisions to accept a job.
Choose individuals who have contact with
applicants for their interpersonal skills.
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Recruiting A More DiverseWorkforce
Single parents
Older workers
Welfare-to-work Minorities andwomen
The disabled
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Human Resource Information
Systems (HRIS)Any organized approach for obtaining
relevant and timely information on
which to base HR decisions
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HUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless System
Input Data TypesJob Analysis
Recruitment
Selection/Job Posting/Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Contribute Toward Achievement of:
*Manager and employee self-service is available.
Output Data Uses*Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-learning/Management Succession
Compensation Programs
Benefit Programs (e.g., prescriptiondrug programs)
Health Programs (e.g., Employee
Assistance Programs) BargainingStrategies
Employee Services
OrganizationalStrategic Plans
Human ResourceManagement
Plans
HumanResource
InformationSystem
Improving Productivity Through
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Improving Productivity ThroughHRIS:
An Integrated Approach to Recruiting
Requisition
management
system
Recruiting
solution
Screening
services
Elements of an HRIS
Hiring
management
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Developing and Using ApplicationForms
Applicants
education and
experience
Applicants
prior progress
and growth
Applicants
employment
stability
Uses of Application Form
Information
Applicants
likelihood of
success
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FBI Employment Application
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Application Forms and the Law
Educational
achievements
Arrest
record
Notification in case
of emergency
Membership in
organizations
Physical
handicaps
Marital
status
Housing
arrangements
Areas of
Personal
Information
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Two-Stage Process
Conditional
Job Offer
Is Applicant
Qualified?
Make conditional job offer
contingent on meeting all
second stage conditions
Review application
information, personal
interview, testing, and
do background check
Yes
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Sample Acceptable Questions Once Conditional Offer Is Made
1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from performingcertain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10 years?7. Have you ever been convicted of a felony or do you have a history of being a
violent person? (This is a very important question to avoid a negligent hiringor retention charge.)
8. What is your educational background? (The information required here
would depend on the job-related requirements of the position.)