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  • 1.Human Resource ManagementELEVENTH EDITION1GARY DESSLER Part 2 | Recruitment and Placement Chapter 5 Personnel Planning and Recruiting 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie CookAll rights reserved.The University of West Alabama

2. After studying this chapter, you should be able to: 1. Explain the main techniques used in employmentplanning and forecasting. 2. List and discuss the main outside sources ofcandidates. 3. Effectively recruit job candidates. 4. Name and describe the main internal sources ofcandidates. 5. Develop a help wanted ad. 6. Explain how to recruit a more diverse workforce. 2008 Prentice Hall, Inc. All rights reserved.52 3. The Recruitment and Selection Process 1. Decide what positions to fill through personnel planningand forecasting. 2. Build a candidate pool by recruiting internal or externalcandidates. 3. Have candidates complete application forms andundergo initial screening interviews. 4. Use selection tools to identify viable candidates. 5. Decide who to make an offer to, by having thesupervisor and others interview the candidates. 2008 Prentice Hall, Inc. All rights reserved. 53 4. FIGURE 51Steps in Recruitment and Selection Process The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job. 2008 Prentice Hall, Inc. All rights reserved. 54 5. FIGURE 52Linking Employers Strategy to Plans 2008 Prentice Hall, Inc. All rights reserved.55 6. Planning and Forecasting Employment or Personnel Planning The process of deciding what positions the firm will have to fill, and how to fill them. Succession Planning The process of deciding how to fill the companys most important executive jobs. What to Forecast? Overall personnel needs The supply of inside candidates The supply of outside candidates 2008 Prentice Hall, Inc. All rights reserved. 56 7. Forecasting Personnel NeedsForecasting Tools Trend Analysis Ratio Analysis Scatter Plotting 2008 Prentice Hall, Inc. All rights reserved. 57 8. FIGURE 53Determining theRelationshipBetween HospitalSize and Numberof NursesNote: After fitting theline, you can projecthow many employeesyoull need, given yourprojected volume. Size of HospitalNumber of(NumberRegistered of Beds) Nurses200 240300 260400 470500 500600 620700 660800 820900 860 2008 Prentice Hall, Inc. All rights reserved. 58 9. Drawbacks to Traditional ForecastingTechniques They focus on projections and historical relationships. 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 bake in the idea that staff increases are inevitable. They validate and institutionalize present planning processes and the usual ways of doing things. 2008 Prentice Hall, Inc. All rights reserved. 59 10. Using Computers to Forecast PersonnelRequirements Computerized Forecasts Software that estimates future staffing needs by: Projecting sales, volume of production, andpersonnel required to maintain different volumesof output. Forecastingstaffing levels for direct labor, indirectstaff, and exempt staff. Creating metrics for direct labor hours and threesales projection scenariosminimum, maximum,and probable. 2008 Prentice Hall, Inc. All rights reserved. 510 11. FIGURE 54ManagementReplacementChart ShowingDevelopmentNeeds ofPotential FutureDivisional VicePresidents 2008 Prentice Hall, Inc. All rights reserved. 511 12. Forecasting the Supply ofInside CandidatesQualificationInventoriesManualComputerizedSystems and InformationReplacement Systems Charts 2008 Prentice Hall, Inc. All rights reserved.512 13. The Matter of Privacy Ensuring the Security of HR Information Control of HR information through access matrices Access to records and employee privacy Legal Considerations The Privacy Act of 1974 Americans with Disabilities Act 2008 Prentice Hall, Inc. All rights reserved. 513 14. FIGURE 55Keeping Data SafeSince intruders can strike from outside an organization or from within, HRdepartments can help screen out potential identity thieves by following fourbasic rules:1. Perform background checks on anyone who is going to have access to personal information.2. If someone with access to personal information is out sick or on leave, dont hire a temporary employee to replace him or her. Instead, bring in a trusted worker from another department.3. Perform random background checks such as random drug tests. Just because someone passed five years ago doesnt mean their current situation is the same.4. Limit access to information such as SSNs, health information, and other sensitive data to HR managers who require it to do their jobs. 2008 Prentice Hall, Inc. All rights reserved. 514 15. Forecasting Outside Candidate Supply Factors In Supply of Outside Candidates General economic conditions Expected unemployment rate Sources of Information Periodic forecasts in business publications Online economic projections India.Congressional Budget Office (CBO) iNdianDepartment of Labors O*NET Bureau of Labor Statistics (BLS) Other agencies and private sources 2008 Prentice Hall, Inc. All rights reserved. 515 16. Effective Recruiting External Factors Affecting Recruiting Supply of workers Outsourcing of white-collar jobs Fewer qualified candidates Other 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 Employment laws 2008 Prentice Hall, Inc. All rights reserved. 516 17. Effective Recruiting (contd) Advantages 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 2008 Prentice Hall, Inc. All rights reserved. 517 18. FIGURE 56Sample 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 fromperforming certain 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 10years? 7. Have you ever been convicted of a felony or do you have a history ofbeing a violent person? (This is a very important question to avoid anegligent hiring or retention charge.) 8. What is your educational background? (The information required herewould depend on the job-related requirements of the position.) 2008 Prentice Hall, Inc. All rights reserved.518 19. Measuring Recruiting Effectiveness Evaluating RecruitingEffectiveness What toHow to MeasureMeasure 2008 Prentice Hall, Inc. All rights reserved. 519 20. TABLE 51 Selection Devices that Could be Used to Initially Screen ApplicantsValidity for Predicting Job Selection Device Performance* Construct General mental ability tests0.51 Conscientiousness tests 0.31 Integrity tests 0.41 Method Work sample tests 0.54 Job knowledge tests 0.48 Structured interviews 0.51 Biographical data 0.35 Grade point average 0.23 Ratings of training and experience0.11Note: *Higher is better.Source: Kevin Carlson et al., Recruitment Evaluation: The Case for Assessingthe Quality of Applicants Attracted, Personnel Psychology 55 (2002), p. 470. 2008 Prentice Hall, Inc. All rights reserved. 520 21. FIGURE 57 Recruiting Yield Pyramid 2008 Prentice Hall, Inc. All rights reserved. 521 22. Internal Candidates: Hiring from WithinAdvantages Disadvantages Foreknowledge of Failed applicants become candidates strengths anddiscontented weaknesses Time wasted interviewing More accurate view ofinside candidates who will candidates skills not be considered Candidates have a Inbreeding strengthens stronger commitment to tendency to maintain the the companystatus quo Increases employee morale Less training and orientation required 2008 Prentice Hall, Inc. All rights reserved.522 23. Finding Internal Candidates Rehiring FormerJob Posting Employees Hiring from WithinSuccessionPlanning (HRIS) 2008 Prentice Hall, Inc. All rights reserved.523 24. Outside Sources of CandidatesLocating Outside Candidates 1Recruiting via the Internet6 Executive Recruiters On Demand Recruiting 2Advertising7 Services (ODRS) 3Employment Agencies8 College Recruiting Temp Agencies and Alternative 4 9 Referrals and Walk-ins Staffing5Offshoring/Outsourcing 2008 Prentice Hall, Inc. All rights reserved. 524 25. Outside Sources of Candidates (contd) 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 Excessive number of unqualified applicants Personal information privacy concerns of applicants 2008 Prentice Hall, Inc. All rights reserved. 525 26. FIGURE 58Top JobBoardsRankedAccordingto AverageNumber ofJobListingsSource: WorkforceManagement, May 22,2006, p. 12. 2008 Prentice Hall, Inc. All rights reserved. 526 27. FIGURE 59Ineffective and Effective Web AdsSource: Workforce, December 2001, Crain Communication, Inc. Reprinted with permission. 2008 Prentice Hall, Inc. All rights reserved.527 28. Advertising for Outside Candidates The Media Choice Selection of the best medium depends on the positions for which the firm is recruiting. Newspapers: local and specific labor markets Tradeand professional journals: specializedemployees Internetjob sites: global labor markets Effective Ads Create attention, interest, desire, and action (AIDA). Create a p