4-1 © 2003 Prentice Hall, Inc. Instructor presentation questions: [email protected] Chapter 4 Personnel Planning and Recruiting

4-1 © 2003 Prentice Hall, Inc.

Instructor presentation questions: [email protected]

Chapter 4

Personnel Planning and Recruiting

© 2003 Prentice Hall, Inc.4-2

What You Should Be Able to Do

Explain the main techniques used in employment planning and forecasting

Name and describe the main internal sources of candidates

List and discuss the main outside sources of candidates

Explain how to recruit a more diverse workforce

Develop an application blank


Steps in Recruitment and Selection Process

Applicants complete application form

Selection tools like tests screen out most applicants

Supervisors and others interview final candidates to make final choice

Employment planning and forecasting

Recruiting builds pool of candidates


EMPLOYMENT PLANNING AND FORECASTING

Employment or personnel planning is the process of deciding what positions the firm will have to fill, and how to fill them.

Also known as HR Planning

Definition

Definition


How to Forecast Personnel Needs

Project revenues first then estimate the size of the staff required to achieve it

Staffing plans also must reflect: Projected turnover Quality and skills of your employees Strategic decisions Technological and other changes Financial resources


Methods to Predict Employment Needs

Trend analysis Ratio analysis Scatter plot

Scatter plot shows projected staff size

0

200

400

600

800

1000

1200

1400

0 500 1000 1500

Hospital size (# of beds)

Nu

mber

of

nu

rses

Managerial judgment plays a big role


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

Definition

Definition


Forecasting the Supply of Inside Candidates

Qualifications inventories 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

Definition

Definition


Markov Analysis

Mach Inspec Supv Gen S.

Mach .7 .0 .0 .0

Inspec .1 .8 .1 .1

Supv .0 .1 .7 .0

Gen. S .0 .0 .1 .8

Leave .2 .1 .1 .1

Boxes represent % chance remain in job after one year or leave


Markov Analysis Supply AnalysisMach Inspec Supv Gen S. End Yr

Mach 100

.770

.00

.00

.0

0 70

Inspec

20

.110

.816

.11

.00 27

Supv

10

.00

.12

.77

.1

.5 9.5

Gen. S

5

.0 .00

.11

.84 4.5

Leavefrom 135

.220

.12

.11

.1

.523.5111


Manual Systems and Replacement Charts

Personnel inventory & development record help track employee qualifications

Personnel replacement charts are often used for filling a company’s top positions



Personnel replacement charts Company records showing present

performance and promotability of inside candidates for the most important positions

Definition

Definition



Position replacement card A card prepared for each position in a

company to show possible replacement candidates and their qualifications

Definition

Definition


Computerized Information Systems

Work experience codes

Product knowledge Industry experience Formal education Training courses

Foreign language skills Relocation limitations Career interests Performance

appraisals Skills


Management Replacement Chart


The Matter of Privacy

Several things make it important to protect employee information: Computerized information systems Network access makes this information available Legislation

Federal Privacy Act of 1974 New York Personal Privacy Act of 1985

Access matrices may help


Forecasting the Supply of Outside Candidates

Monitoring general economic conditions

Business Week, Fortune, Economist and Wall Street Journal

U.S. Government


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

No substitute for knowing a candidate’s strengths and weaknesses

Inside candidates may be more committed to the company and can increase morale

Can backfire Can promote inbreeding


Finding Candidates

Position Requisition must be OKed Job posting

publicizing the open job to employees and listing its attributes like qualifications, supervisor, work schedule, and pay rate

Rehiring former employees an option today due to the tight labor market


Finding Internal Candidates

Succession planning: ensuring a suitable supply of successors for future senior jobs

Planning includes: Determine projected need Audit current talent Planning career paths Career counseling Accelerated promotions Performance related training Planned strategic recruitment Filling


Outside Sources of Candidates

Advertising – the advertising media and ad content

Select the best media – local paper, WSJ, TV, or internet depending on the position


Outside Sources of Candidates

American Psychologist

THE WALL STREET JOURNAL


Use the AIDA guide (attention, interest, desire, and action) to construct ads

Be creative - use of ad agencies might help develop and promote a companies image

Ad Construction


Employment Agencies

Types of agencies: Public agencies and

non profit Private agencies


How to Avoid Problems With Employment Agencies

Provide full and accurate job description Specify the screening tools to use Review data on candidates accepted or

rejected by your firm and by the agency Develop a long-term relationships with

one or more agencies Screen the agency


Temp Agencies

Alternative staffing often used to supplement a permanent workforce

One year 100,000 people found temp work in engineering, science and management support


Guidelines for Success

Dehumanized Insecure Worried Misled “Underemployed” Angry

• Some temp workers felt


Guidelines for Temp Workers

Honest information Policies for fair treatment Use independent contractors and permanent

part-time workers Consider impact on permanent workers Provide training and orientation Beware of legal snares in your payroll

decisions


Policies to Use With Agencies

Invoicing Time sheets Temp-to-perm policy Recruitment of and benefits for temp

employees Dress code EEO statement Job description information


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

futurestep


Tips on Choosing a Recruiter

Ask about the cost Be sure you can trust them

with privileged information Talk to prior clients

Can they conduct a thorough search?Meet individual who will handle the search


Outside Hiring

College recruiting goals are: Attract good candidates Cull candidates for further

consideration

Onsite visits Internships Referrals and walk-ins


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


Recruiting on the Net

•Many companies are turning to the Internet as a recruiting tool

• Corporate and employment web pages are one approach

• Internet recruiting is cost effective and timely

careerbuilder


Network Recruiting Resources

Visit these sites.

computerjobs.com


Internet Recruiting

While monster.com may have 5 million online resumes there may be 2-3x that on the internet Go to

Conduct searches for specific areas and talents

Tripod and Yahoo also search resume databases for locating possible employees


Recruiting High-tech

GE medical is an industry leader which illustrates the best practices of recruiting high-tech workers

GE medical applies benchmarked purchasing techniques to dealing with recruiters

Recruitsoft powers enterprise recruiting


Recruiting a More Diverse Workforce

Recruiting single parents – you must understand their concerns

Older workers – 80% of baby boomers will work beyond retirement age Check policies – don’t force oldsters

to leave Use flexible work options Remake suitable jobs Offer customized benefit plans


Older Workers As a Source of Candidates

Supply and demand Retirees will double to 4 million Fewer young people entering the workforce

Practicality Physical and cognitive abilities Drop in absenteeism


Recruiting a More Diverse Workforce

Recruiting minorities and women – formulate comprehensive plans

Welfare-to-work – the key is training

Searching globally – many global companies actively recruit foreign nationals


Application forms provide 4 types of info

Developing Application Forms

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


Developing Application Forms

Must NOT have questions in an application form to be EEO compliant

Education datesArrest recordRelationship of a “notify in case of emergency”Membership in organizationsPhysical handicapsMarital statusHousing status


Sample Applications

Governor's Job Bank South Carolina State Government Applic

ation for Employment Federal Employment Application


Applications to Predict Job Performance

Much like screening, some firms use job applications as a tool to predict future performance

They conduct statistical studies to find relationships between responses and success

Risk here is asking overly intrusive question


Summary of Chapter

Steps in recruitment and selection process

Employment planning and forecasting How to forecast personnel needs Methods to predict employment needs


Summary of Chapter (Cont.)

Using computers to forecast personnel requirements

Forecasting the supply of inside candidates

Computerized information systems Management replacement chart


Summary Slide (Cont.)

Forecasting the supply of outside candidates

Effective recruiting: the yield pyramid Internal sources of candidates Finding internal candidates Outside sources of candidates



Employment agencies How to avoid problems with employment

agencies Temp agencies Guidelines for success Guidelines for temp workers Policies to use with agencies



Executive recruiters Tips on choosing a recruiter Outside hiring Internet recruiting Recruiting high-tech Recruiting a more diverse workforce Older workers as a source of candidates



Developing application forms

Sample applications Applications to predict job

performance

Documents

4-1 © 2003 Prentice Hall, Inc. Instructor presentation questions: [email protected] Chapter 4 Personnel Planning and Recruiting