shahid sb hrm part 1

8/7/2019 shahid sb hrm part 1

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Chapter 4

Personnel Planning and

Recruiting

Outline of Chapter Employment planning and

forecasting How to forecast personnel needs

Diff Types of analysis

Forecasting the supply ofinside candidates

Forecasting the supply ofoutside candidates

Effective recruiting

Internal sources of candidates

Outside sources ofcandidates

Recruiting a more diverse

workforce


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Steps in Recruitment and Selection

Process

Applicantscomplete

application form

Selection tools like

tests screen outmost applicants

Supervisors and

others interview finalcandidates to make

final choice

Employmentplanningand

forecastingRecruiting

builds pool

of candidates

What positionsyoull have to fill?

EMPLOYMENT PLANNING AND

FORECASTING

Employmentorpersonnelplanningis 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 execu

tive jobs.


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How to Forecast

Personnel Needs

two aspects Project revenues first then estimate the size ofthe staff required to achieve it

Staffing plans also must reflect: Projected turnover

May be due to resignations or terminations

Quality and skills of your employees with thechanging needs of your organization

Strategic decisions to upgrade the quality of productsor services or enter into new markets

Technological and other changes Financial resources available

Methods to Predict Employment Needs Trend analysis

studying variations in your firms employment levels over thelast few years to predict future needs.

Ratio analysis E.g some causal factor (like sales

volume) and (2) the number of

employees required (for instance,

number of salespeople).

Scatter plot

Scatter plot shows projected staff size

0

200

400

600

800

1000

1200

1400

0 500 1000 1500

Hospital size (# of beds)

Numberofnurses

Managerial judgment

plays a big roleFuture forecast of business and

turnover will decide the req.


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Using Computers to Forecast

Personnel Requirements

Computerized forecast

Determination of future staff needs

by projecting sales, volume of

production, and personnel required

to maintain this volume of output,

using software packages

Forecasting the Supply of Inside

Candidates

Qualifications inventories

Manual or computerized records listing employeeseducation, career and development interests,languages, special skills, and so on, to be used inselecting inside candidates for promotion

Knowing your staffing needs only satisfies half the staffing

equation. Next, you have to estimate the likely supply of

both inside and outside candidates .

To find out the best candidates available for job we have to look into

Qualifications inventoriesManual system and replacement chartsPersonal replacement chartsPosition replacement charts

Definition


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Manual Systems and Replacement Charts

Personnel & Position Replacement Charts

These charts shows the

records of performance of

employees for important posts

Personnel inventory &

development record help track

employee qualifications

Personnel replacement charts

are often used for filling a

companys top positions

Management Replacement Chart


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Effective Recruiting: The Yield

Pyramid

New hires

Offers made (2 : 1)

Interviewed (3 : 2)

Invited (4 : 3)

Leads generated (6 : 1)

Internal Sources of Candidates Sometimes it is safer to promote

employees from within.

No substitute for knowing a candidatesstrengths and weaknesses

Inside candidates may be more committed

to the company and can increase morale

Can backfire

Problem : Can promote inbreeding

When all managers come up through the ranks, they

may have a tendency to maintain the status quo


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Finding Internal Candidates

Job posting publicizing the open job to employees and listing its

attributes like qualifications, supervisor, workschedule, and pay rate

Skillsbanks List of current employees skills

Rehiring former employees Quitting is no more seen as betrayal.

an option today due to the tight labor market

Advantage : already know culture ,

Same time it is setting an example for others that bestway to get promotion is to quit first.

Succession planning

The process of ensuring a suitable supply ofsuccessors for future senior jobs

Planning activities includes: Determine projected need

Audit current talent

Planning individual career paths

Career counseling

Accelerated promotions

Performance related training and development

Planned strategic recruitment

Actually Filling the job.


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Outside Sources of

Candidates

Advertising

Two things are to beconsidered the advertising media and

ad content

Select the best media localpaper, TV, or internetdepending on the position

Use the A DA guide attention, interest,desire, and action to construct ads

Be creative - use of ad agencies mighthelp develop and promote a companiesimage

Ad Construction


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How to Avoid Problems With

Employment Agencies

Provide full and acc

urate job description Specify the screening tools to use

Review data on candidates accepted orrejected by your firm and by the agency

Develop a long term relationships with oneor more agencies

Screen the agency

Periodic candidate review

Temp Work force and

Temp.Agencies

Alternative staffing often used to supplement apermanent workforce

One year 100,000 people found temp work in

engineering, science and management support

Q why to have contractual work force ?

(alternative staffing) Contingent staffing has

many benefits including: productivity, expense

savings of hiring and training new employees,

makes company more flexible


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Guidelines forSuccess

Dehumanized

Insecure about job

Worried about lack of fringebenefits

Misled about future jobassignment

Underemployed

Angry about organization

Some temp workers feelings

Headhunters

Special employment agencies used to seek

out top management and technical talent

Internet databases have shortened time

required to find talent

Online executive recruiting firm

Executive Recruiters


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Tips on Choosing a Recruiter

Ask about the cost

Be sure you can trust the

with privileged in or ationTalk to prior clients

Can hey conduc a ho ough sea ch?

ee individual who will handle he sea ch

Outside HiringCollege recruiting

goals are Attract good

candidates

Call candidates

or urther

consideration

Onsite visits

nternships

Re errals and

walk-ins


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Name of person interviewed

Applying for position

Department

Qualifications Excellent Satisfactory Poor

Communication

Education

Related Experience

Interpersonal Skills

Problem Solving Skills

Adaptable to change

Comments: Completed by

Campus Interview Report

Network Recruiting ResourcesVisit these sites:

computerjobs.com


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Recruiting a Diverse Workforce

Recruiting single parents youmust understand their concerns

Older workers 80% of babyboomers will work beyondretirement age Check policies dont force oldsters

to leave

Use flexible work options

Remake suitable jobs

Offer customized benefit plans

Older Workers As a Source of

Candidates

Recruiting minorities and women

formulate comprehensive plans

Supply and demand

Retirees are increasing esp armed personnel

Young people entering the workforce

Practicality

Physical and cognitive abilities

Drop in absenteeism


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Developing & Using

Application Forms

Application formsprovide 4 types of info:

Does candidate have the necessary education or

experience ?

Provides applicants previous progress and growth

Provides previous work record to assess the applicants

suitability

Application data can determine if applicant will succeed

Applications to Predict Job

Performance

uch like screening some firms use jobapplications as a tool to predict futureperformance

They conduct statistical studies to findrelationships between responses andsuccess

Risk here is asking overly intrusive

question

sssss

shahid sb hrm part 1

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