Chapter 5

Personnel Planning and Recruiting

1. Explain the main techniques used in employment planning and forecasting.

2. Explain and give examples for the need for effective recruiting.

3. Name and describe the main internal sources of candidates.

4. Discuss a workforce planning method you would use to improve employee

engagement.

5. List and discuss the main outside sources of candidates.

6. Explain how to recruit a more diverse workforce.

7. Discuss practical guidelines for obtaining application information.

1

Introduction

2

The steps in the Recruitment and Selection Process

Step 1 Decide what positions to fill

Step 2 Build a pool of candidates

Step 3 Have candidates complete application forms

Step 4 Use selection tools

Step 5 Decide who to make an offer to

Chapters

5, 6, and 7

Introduction

3

Workforce Planning and Forecasting

4

HR (workforce / employment / Personnel) Planning

The process of deciding what positions the firm will have to fill, and how to fill

them.

The FirmEntrance Exit

Pro

mo

tio

nD

em

otio

n

Transfers

Transfers

Workforce Planning and Forecasting

5

Strategy and Workforce Planning

What is the relation between HR planning and strategic planning?

Workforce Planning and Forecasting

6

Human Resource Planning Process

Step 1 Forecasting personnel demand

Step 2 Forecasting personnel supply

Step 3 Comparing demand to supply

Step 4 Develop human resource plan

Why to

start with

forecasting

personnel

demand?

Workforce Planning and Forecasting

7

Step 1 - Forecasting Personnel Needs (Labor Demand)

Trend AnalysisThe study of a firm’s past employment needs over a period of years to predict

future needs.

Ratio AnalysisA forecasting technique for determining future staff needs by using ratios

between a causal factor (like sales volume) and the number of employees needed

Scatter PlotA graphical method used to help identify the relationship between two variables

(like the relationship between hospital size in number of beds and number of

nurses required).

What are the drawbacks and limitations of

each?

What is the importance of managerial

judgment?

Computerized

Forecasts

The use software packages to determine of future staff needs by projecting sales,

volume of production, and personnel required to maintain a volume of output.

Workforce Planning and Forecasting

8

Step 2 - Forecasting the Supply of Inside Candidates

Skills Inventories

& Development

Record Form

Manual or computerized records listing employees’ education, career and

development interests, languages, special skills, and so on, to be used in

selecting inside candidates for promotion.

Personnel

Replacement

Charts

Company records showing present performance and promotability of inside

candidates for the most important positions.

Position

Replacement Card

A card prepared for each position in a company to show possible replacement

candidates and their qualifications.

Markov

(transition)

Analysis

Markov analysis involves creating a matrix that shows the probabilities that

employees in the chain of feeder positions for a key job will move from position

to position and therefore be available to fill the key position.

Succession

PlanningThe process of deciding how to fill the company’s most important executive jobs.

Workforce Planning and Forecasting

9

Step 2 - Forecasting the Supply of Outside Candidates

When is it needed to go for forecasting the

supply of outside candidates?

Predictive Workforce Monitoring

How to find the needed data?

The Matter of Privacy “Keeping the information private”

Paying continuous attention and being

proactive.

The importance of using computerized

systems.

Workforce Planning and Forecasting

10

Step 3 - Matching Projected Labor Supply and Labor Demand

1 Demand more than supply

2 Supply more than demand

3 Supply equals demand

Shortage

Surplus

Balance

Step 4 - Develop Human Resource Plan

Why Effective Recruiting is Important?

11

Employee Recruitment

Finding and / or attracting applicants for the employer’s open positions

Why recruitment is important?

What is the supervisor’s role?

The more applicants the more selective we

can be.Develop a pool of candidates

Why Effective Recruiting is Important?

12

Recruiting Yield Pyramid

The historical arithmetic relationships between recruitment leads and invitees,

invitees and interviews, interviews and offers made, and offers made and offers

accepted.

Internal Sources of candidates

13

Internal Sources of Candidates

Hiring from Within

What are the advantages? What are the disadvantages?

Outside Sources of candidates

14

Internal Sources of Candidates

Job Posting

Publicizing an open job to employees (often by literally posting it on

bulletin boards) and listing its attributes.

Rehiring Former

Employees

Some one who left the firm.

Succession

Planning

The process of ensuring a suitable supply of successors for current

and future senior or key jobs.

Job Posting vs. Promotion

Why? When? When is not?

In addition to other similar tools

Outside Sources of candidates

15

Outside Sources of Candidates

Hiring from outside the organization

What are the advantages? What are the disadvantages?

Outside Sources of candidates

16

Outside Sources of Candidates

Informal Recruiting

and the Hidden Job

Market

No formal recruiting “through word of mouth”

Recruiting via the

Internet

Advantages – disadvantages – ATS – effective internet ads and

systems

AdvertisingThe media – constructing the ad – employment ad and image

28 %

What are the types of internet recruiting?

What are the types of media advertising?

Outside Sources of candidates

17

Outside Sources of Candidates

Employment

Agencies

Public and nonprofit agencies – agencies associated with nonprofit

organizations - private agencies

Recruitment

Process

Outsourcers

Special vendors that handle all or most of an employer’s recruiting

needs, against monthly fee that varies with the amount of actual

recruiting the employer needs done.

Temporary Workers

and Alternative

Staffing

Alternative staffing is the use of nontraditional recruitment sources.

What are the types of each one?

Very flexible

Temporary employees / temporary agencies

Benefits - costs – guidelines

Outside Sources of candidates

18

Outside Sources of Candidates

Offshoring and

Outsourcing Jobs

Outsourcing means having outside vendors supply services -

Offshoring means having outside vendors or employees abroad

supply services.

Executive Recruiters

“Headhunters”

Special employment agencies employers retain to seek out top-

management talent for their clients

Referrals

The employer posts announcements of openings and requests for

referrals

Main issues

Pros & cons - guidelines

Pros and cons

Outside Sources of candidates

19

Outside Sources of Candidates

Walk-InsDirect applications made at your office

On-Demand

Recruiting Services

Services that provide short-term specialized recruiting to support

specific projects without the expense of retaining traditional search

firms.

College Recruiting

Sending an employer’s representatives to college campuses to

prescreen applicants and create an applicant pool from the

graduating class.

Pros and cons

Pros & cons - guidelines

On campus recruiting goals – on sites visits - Internship

Outside Sources of candidates

20

Outside Sources of Candidates

Telecommuters

Do all or most of their work remotely, often from home, using

information technology.

Military PersonnelPrevious / resigned / discharged military personnel

Pros and cons

Pros & cons

Discussion: Recruiting source use and effectiveness

Recruiting A More Divers Workforce

21

1 Recruiting Women

2 Recruiting Single Parents (10 M F 2/3 – 1.25 M M 3/4 – Children under 18)

3 Older Workers

4 Recruiting Minorities

5 The Disabled

Why?

Developing and Using Application

Forms

22

Application Form

The form that provides information on education, prior work record, and skills.

1 What is the purpose of the application form?

2 What are application form guide lines?

3 How to use application forms to predict job performance?

4 How to avoid mandatory arbitration and litigation?