PERSONNEL PLANNING & RECRUITING - BMS

Lecture 4

PERSONNEL PLANNING & RECRUITING

BTEC Higher National DiplomaHuman Resource Management

Jeeshan Mirza

Topic Overview1. HRM Strategy & Analysis

2. Job Analysis

3. Personnel Planning & Recruiting

4. Selecting Employees

5. Training & Developing Employees

6. Performance Management & Appraisal

7. Managing Employee Retention, Engagement, and Careers

8. Developing Compensation Plans

9. Pay For Performance & Employee Benefits

10. Ethics, Employee Relations, Fair Treatment At Work

11. Working With Unions/Improving Occupational Safety, Health, and Risk Management

Overview• Workforce Planning & Forecasting• Labor Markets• Recruitment • Internal Sources Of Candidates• Sources Of Outside Candidates• Recruitment Strategic Considerations

Steps In Recruitment & Selection Process

Source: Dessler

Workforce Planning & Forecasting

Recruitment and selection based on organizations employment needs


Workforce Planning

▷ Core HRM process

▷ Shaped by organizational strategy

▷ Ensures right number of people with the right skills, in the right place at the right time

Forecasting

▷ Determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses


▷ Process of deciding what positions the firm will have to fill, and how to fill them

▷ All future positions, from maintenance clerk to CEO

▷ Employment planning should reflect the firm’s strategic plans

▷ Eg. plans to enter new businesses/reduce costs-influences positions need to fill (or eliminate)

▷ Strategic issues are always crucial


Source: Dessler


Source: Mathis

Labor MarketsBasics about labor markets and how it aids in understanding

recruiting

Labor Markets▷ External supply pool from which employers attract

employees

▷ To understand where recruiting takes place, one can think of the sources of employees as a funnel

Source: Mathis

Labor Markets▷ Labor force population- All individuals who are available

for selection if all possible recruitment strategies are used

▷ Applicant population- is a subset of the labor force population that is available for selection if a particular recruiting approach is used

▷ Applicant pool-consists of all persons who are actually evaluated for selection

▷ Unemployment Rate Applicant Pool

RecruitmentThe Concept

Recruitment▷ Often confused, interchanged with selection!

▷ Recruitment-practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees or applicants

▷ Selection and placement follows sequentially after the recruitment

▷ The total process of requirement, selection and placement can be called the hiring process

Recruitment

The Recruitment & Selection Process1. Defining requirements2. Attracting candidates3. Checking applications4. Interviewing5. Testing6. Assessing candidates7. Obtaining references8. Checking applications9. Offering employment10.Following up

Recruitment

Selection

Recruitment

Determining Requirement▷ Workforce Planning & Forecasting

▷ HR Strategy & Planning

Remember The Starbucks Exercise?

▷ Job Analysis- Job Description + Job Specification

Recruitment

Attracting Candidates▷ Company Specific Recruitment Strategy

Diversity, MAS-Sportsmen

▷ Sources Of Candidates- Internal Vs External

▷ Recruitment Methods

Internal Sources Of Candidates

Hiring From Within

Internal Sources Of Candidates▷ “Hiring from within”—often the best source of candidates

Source: Mathis

Promoting managers and offering career opportunities from within the company has a positive affect on Enterprise. Employees remain happy, will stay longer and give their best.


Finding Internal Candidates

▷ Job posting Publicizing the open job to employees usually by literally

posting it on company intranets, newsletter or bulletin boards

▷ Word of mouth/internal referrals

▷ Rehiring + former employees are known quantities and are already

familiar with how you do things - employees who you let go may return with negative

attitudes


Finding Internal Candidates▷ Succession Planning

The process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant

Creating bench strength or talent pipeline


Finding Internal Candidates▷ Succession Planning

Step 1: Identify Key Needs

Based on the company’s strategic and business plans, top management and the HR director identify the company’s future key position needs

Defining key positions, defining “high potentials,” enlisting top management support, and reviewing the company’s current talent


Finding Internal CandidatesSuccession Planning

Step 2: Develop Inside Candidates

After identifying future key positions, management creates candidates for these jobs

“Creating” means providing the inside or outside candidates identified with the developmental experiences they require to be viable candidates

Employers develop high-potential employees through internal training and cross-functional experiences, job rotation, external training, and global/regional assignments


Finding Internal CandidatesSuccession Planning

Step 3: Assess and Choose

Finally, succession planning requires assessing these candidates and selecting those who will actually fill the key positions



In 1994, years before he retired from GE, Jack Welch had started the succession planning process. He developed a list of qualities, skills and characteristics a CEO should essentially have. So, GE was ready for its newest CEO, years before it finally had to make the decision in1999.

SP is an ongoing, rigorous and challenging process at GE. At GE, succession planning was not confined to only the top management, but was applied across all tiers of management.



The managers of GE’s various businesses were encouraged to identify potential candidates and fulfil their development needs, and transform them into efficient leaders ready to take up top jobs at the company. As part of CEO succession planning, GE shifted its key candidates from one business to another to enable them to gain experience across all its businesses



Jeff Immelt became CEO

Nardelli went from GE to CEO of Home Depot from 2000 to 2005

McNerney went from GE to CEO of 3M, later became CEO of Boeing


Finding Internal Candidates▷ Job Referrals

A reliable source of potential recruits is suggestions from current or former employees

Since current and former employees are familiar with the employer, most likely to refer suitable candidates

At Enterprise Rent-A-Car, workers hired through employee referrals has risen to just under 40 percent; offers prizes like iPads and large-screen TVs plus traditional cash incentives for employees who refer new hires


Finding Internal Candidates-The Sri Lankan Context

▷ Job Referrals most popular recruitment method

Friends, relations, use of influence; companies use this strategy, prospects and potential employees also approach companies via this method

In apparel industry, bonuses are given from introduction

▷ Informal succession planning

▷ External>Internal

External Sources Of Candidates

Hiring From Outside


Source: Mathis



Internet Recruitment

Social Media

Advertising

Employment Agencies

Campus, Job Fairs


Finding External Candidates▷ Internet Recruitment

Internet-based recruiting is most popular choice-job websites, company career page, mobile notifications

Advantage: Generates quicker responses, longer time at least cost

Disadvantage: May inadvertently exclude disproportionate numbers of older applicants, not IT savvy;

Deluge of cv’s from unqualified candidates; clerical time required to process

Use application form, applicant tracking system to improve online recruitment


Finding External Candidates▷ Internet Recruitment

How Do Applicants Find Jobs?

Heres a Survey

28%Applicants found their most recent job through word of mouth

16%Direct approach from employers

19%Online job websites, job boards

“Many Workers Use Social Networking Sites in Job Hunt, Edit Own Content, Survey Finds,” BNA Bulletin to Management, May 10, 2011, p. 147.

7%Print ads-magazines, newspapers, billboards

22%Use social media websites in job search

1%Social media websites

“Many Workers Use Social Networking Sites in Job Hunt, Edit Own Content, Survey Finds,” BNA Bulletin to Management, May 10, 2011, p. 147.


Finding External Candidates▷ Social Media

Recruiting for professionals and managers is shifting from job boards to social networking sites such as Facebook, Twitter, and LinkedIn

Used to develop campaigns to attract applicants

To build employer brand, brand awareness

Also used for reference, background information

See Social Media In Recruitment Visual


Finding External Candidates▷ Social Media

Ogilvy One is launching a global search to find the world’s greatest salesperson through an online video competition on YouTube. Three finalists will be selected from entries received March 30 through May 16. The finalists will be flown to the Cannes Lions Advertising Festival for a chance to compete for a fellowship with the agency at a special session on June 21st where they will show their sales prowess in action.

If you think you have what it takes to sell a common, ordinary brick

Classroom DebateIs it ethical, acceptable for companies to find out personal information about potential recruits through social media?


Finding External Candidates▷ Advertising

Newspaper, weekend classifieds

Job websites

Web advertising, social media advertising

Billboards/Hoardings

Newspaper ads are best for entry to mid level jobs; may be ineffective with top level and plant/floor level

Source: Mathis

Developing Effective Job Ads

Source: Dessler

Source:

http://blog.hirerabbit.com/wp-

content/uploads/2013/08/Apple-

Recruitment-Ad.jpg

Source:

https://www.socialtalent.co/wp-

content/uploads/2014/10/ad12a

_1588851a.jpg


Finding External Candidates▷ Employment Agencies

Public and Non Profit Agencies

National Job Bank, BOI Job Bank; eg Sri Lanka Job Bank

Third Party Staffing Agencies

Good option for contract/temporary staffing Ideal when companies don’t want hassle of recruitment, regulation related

issues



Headhunters/Executive Recruiters

Special employment agencies who seek out top-management talent for their clients

Employer pays one month fee or other pre agreed amount Recruiters may deep contacts; especially adept at finding qualified

employed candidates who aren’t actively looking to change jobs They can keep your firm’s name confidential until late into the search

process Saves significant time, reaches candidates not connectable via

normal methods



The Trouble With Headhunters/Executive Recruiters

May not understand company's values, requirements, specific needs

May push candidates not relevant by providing inferior alternatives

May bat for many sides!


Finding External Candidates▷ Campus Hiring

Sending representatives to university campuses to prescreen applicants, create an applicant pool from the graduating class—management trainees and professional and technical employees

Expensive and time-consuming-company brochures, time spent

Internship programs

Win-win for company and university


Finding External Candidates▷ Career/Job Fairs

Draws large supply of applicants

Appropriate for lower level/entry level hires; mid to top level candidates unlikely to participate

May attract job shoppers

Outstation campaigns by apparel/manufacturing companies


Finding External Candidates-The Sri Lankan Context

▷ Internet based recruitment gaining popularity over advertising

14 Day Vs 1 Day, cost factor, smartphone factor

▷ Advertising not effective for lower end jobs; referrals, office branding, external signage, location based posters


Finding External Candidates-The Sri Lankan Context

▷ Executive search industry growing due to difficulty in recruiting, finding candidates

▷ Campus recruitment done on limited basis; lack of top tier educational institutions, competition for talent

▷ The Bangladesh Example

Classroom DiscussionWhat is the best form of recruitment-internal or external?

Big conceptInternal recruitment can aid in the development of a performance oriented work culture. However companies must strike balance to develop diversity, potential for new thinking and ideas

Recruitment Strategic Considerations


Employer Branding▷ Where HR & Marketing Meet

▷ The “employment brand” or image of an organization is the view of it held by both employees and outsiders

▷ Desirable organizations are better able to attract qualified applicants than are those with poor reputations

▷ Branding often focuses on what it’s like to work at the company, particular company values, and the work environment the employer fosters

▷ Conscious effort Vs Subconscious effort


Employer BrandingDeveloping Employer Brand

▷ Organizational culture, values, vision, mission

▷ Great place to work, grow, career path, quality of life, benefits,

▷ Facilities at work-gym, cafeteria, other perks

▷ Branding at work, workplace aesthetics


Employer BrandingDeveloping Employer Brand

▷ Consistency in branding, core message delivered across all platforms-workplace, website, campus recruitment

▷ Social activities, CSR

▷ Selectivity Of Employees

Big conceptEmployer branding enables companies to become “Employer Of Choice”, seen as “Great Place To Work”


Employer Branding


Recruiting A Diverse Workforce

▷ Equal Opportunity Employer

▷ Single Parents

▷ Older Citizens

▷ Minority/Different Racial/Ethnic Background

▷ Disabled

▷ Homogenous Vs Heterogeneous Workforce


Recruitment Metrics

Source: Mathis

Thanks!Any questions?

You can find me at:@[email protected]

PERSONNEL PLANNING & RECRUITING - BMS

Documents

Transcript of PERSONNEL PLANNING & RECRUITING - BMS