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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
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