Personnel planning and recruiting Chapter 4 Learning outcomes 1- the meaning of personnel planning...

Personnel planning and recruiting

Chapter 4

Learning outcomes 1- the meaning of personnel planning

2-The steps of recruiting and selecting process

3- the technique of planning and forecasting. 4- internal source and succession planning

5- the external source 6- the need for effective recruitment ( how to measure the effectiveness of recruiting ).

7- using application forms

1- What is the meaning of personnel planning

The process of deciding the jobs which the organization needs to fill and how to fill

2- The steps of recruitment and selection process

The selection and recruitment process entails five steps

Identifying jobs duties and requirements

Ddeciding the jobs which the company

needs to fill through personnel planning and forecasting

Building pool of candidates by Using internal and external sources

to obtain candidates

Using selection interview to screen out the candidates

Using selection tools like application forms and tests

to identify the fit candidates

Forecasting The supply of outside candidates (demand of labour and supply of

labour)

Forecasting the supply of inside candidates

Forecasting personnel needs

then identify the gap andestablish action plan to fill the gap

3- the technique of personnel planning and forecasting

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

5–8

forecasting personnel needs

Trend analysis Ratio analysis

Forecasting Tools

Markov analysis

Trend analysis Means studying variations in the levels of employment in the firm over the last few years

Ratio analysis Means making forecasting based on the historical ratio between two variables like sales volume and number of employees required

Marcov analysis It shows the feeder positions for a key job.

what is the meaning of feeder positions

those who are may be promoted. For example a junior engineer is a feeder position for an engineer . An engineer is a feeder position for a senior engineer who might be promoted to engineering supervisor.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

5–11

Forecasting the Supply of Inside Candidates

Manual skills inventories

Computerized skills inventories

Qualifications or skills Inventories

Skills inventories

Contain data on employees performance, education, training, career development whether manual or computerized.

These help managers determine which employees are available for promotion Or

transfer.

Forecasting the Supply of Outside Candidates

• it depends on the manager’s own sense of what happing in his industry.

• For example• unemployment rates above 7% signaled to HR

managers that finding good candidates would be easier.

• He then supplements such signal with labor market analyses.

Copyright © 2013 Pearson EducationChapter 5-13

Establishing an action plan•

workforce planning should be translated to Action plan to fill the gap between labor supply and demand.

For example the plan should identify:

• the position to be filled.

• the potential internal and external sources for these positions.

• the training, the development, and the promotions.


The process of deciding how to fill the organization’s senior or key jobs.

This process includes the following activities:

• Determining the projected needs for managers and professionals.

• Auditing current executive talent.


Succession planning

• Planning individual career path.

• Providing training related to performance.

• Actually filling the positions.


Succession planning

Advantages of internal sources

Mmanagers know a candidates’ strengths and weakness .

They are familiar with employees.

Ffilling open positions with inside candidates has several advantages

Morale rise if employees see promotions as rewards for loyalty and competence

Ccurrent employees are more committed to the company

Inside candidates require less orientation and less training

disadvantage of the internal source

Employees who apply for jobs and don’t get them may become discontent.

Time wasted interviewing inside candidates who will not be considered .

The external source

If there is not enough inside candidates to fill the jobs, managers will turn to the outsources.

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Outside Sources of Candidates

1

2

3

4

Advertising

Recruiting via the Internet

Employment Agencies

Offshoring/Outsourcing

5

6

7

8

College Recruiting

Locating Outside Candidates

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• Recruiting via the Internet- Advantages

○ Cost-effective way to publicize open jobs○ More applicants are attracted over a longer period

○ Immediate applicant responses

○ Online prescreening of applicants

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• Recruiting via the Internet

- Disadvantages- Excessive number of unqualified applicants.

- Personal information privacy concerns of applicants.

- Lack of relevant information.

- Using mandatory formatting for resumes.

- Difficulty in using the site.

- Slow feedback from employers.

• Advertising

• While the internet is used a great deal, there are still reasons for using printed papers.

• The best medium (internet, newspaper, etc.) should be selected based on the positions for which the organization is recruiting.

For example, if you are seeking a highly specialized researcher, then advertising in the professional journal is the best option.


Employment Agencies

• Public agencies• Private agencies• Nonprofit agencies


College Recruiting

• involves sending employers’ representatives to college to prescreen applicants.

• It has tow main goals :

• One is to determine if a candidate is worthy of further consideration.

• The other is to build close ties with a college’s career center.


Offshoring

• means doing business abroad

• Hiring workers abroad is becoming more and more common because of the lower costs of doing business abroad .

• This includes the wages paid and the lower costs of raw materials and energy sources.


• Employers spend thousands of dollars every year recruiting applicants, yet few firms attempt to evaluate or measure their recruitment efforts.

• So it is important to measure the effectiveness of the recruiting process:through


Determine the internal costs such as time spent by the employer on recruiting

Determine the external costs such as employment agency fees or campus visits or online posting

Measuring recruiting effectiveness

Measuring such costs requires



assessing which recruitment method is the most cost effective

Is it more cost effective for us to advertise for applicant on the web or in the paper?

Should we use this employment agency or that one?

And also it is important to measure

• the performance of the new hire from each source after one year

• New hire turnover from each source

• Training success and manager’s satisfaction



Application forms

The application form provides four types of information

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Application Forms

Applicant’s education and

experience

Applicant’s success

Applicant’s progress and

growth

Uses of Application Information

Applicant’s stability

first

Managers can make judgments on substantial matters such as

Education, experience and the person’s job references.

Second

Mmanagers can draw conclusion about the applicant’s pervious progress and growth

third

Mmanagers can draw conclusion about the applicant’s stability based on previous work record.

fourth

Mmanagers can use the data in the application to predict which candidate will succeed on the job and which will not.

Applicant exaggeration

Job applicants often exaggerate their qualifications, so the manager must ensure that the applicants complete the form and sign a statement on it indicating that the information is true.(not fake)

And also manager can request information about each previous employer.

the name of the supervisor, email address and phone number. Such information is essential for reference checking

Personnel planning and recruiting Chapter 4 Learning outcomes 1- the meaning of personnel planning...

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