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2005 Prentice Hall Inc.All rights reserved.
PowerPoint Presentation by Charlie CookThe University of West Alabama
t e n t h e d i t i o n
Gary Dessler
Part 2 Recruitment and PlacementChapter 5
Personnel Planning and Recruiting
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After studying this chapter,you should be able to:
1. Explain the main techniques used in employmentplanning and forecasting.
2. List and discuss the main outside sources ofcandidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of
candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
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The Recruitment and Selection Process
1. Decide what positions youll have to fill throughpersonnel planning and forecasting.
2. Build a pool of candidates for these jobs byrecruiting internal or external candidates.
3. Have candidates complete application forms andperhaps undergo an initial screening interview.
4. Use selection techniques like tests, backgroundinvestigations, and physical exams to identify viable
candidates.5. Decide who to make an offer to, by having the
supervisor and perhaps others on the team interviewthe candidates.
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Steps in Recruitment and Selection Process
Figure 51
The recruitment and selection process is a series ofhurdles aimed at selecting the best candidate for the job.
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Planning and Forecasting
Employment or personnel planning 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 companysmost important executive jobs.
What to forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
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Linking Employers Strategy to Plans
Figure 52
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Forecasting Personnel Needs
Trend analysis The study of a firms past employment needs over
a period of years to predict future needs.
Ratio analysis
A forecasting technique for determining futurestaff needs by using ratios between a causalfactor and the number of employees needed.
Assumes that the relationship between the causal
factor and staffing needs is constant
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The Scatter Plot
Scatter plotA graphical method used to help identify the
relationship between two variables.
Size of Hospital Number of
(Number of Beds) Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
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Manual Systems and Replacement Charts
Personnel replacement charts Company records showing present performance
and promotability of inside candidates for themost important positions.
Position replacement cardA card prepared for each position in a company to
show possible replacement candidates and theirqualifications.
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Computerized Information Systems
Human Resource Information System (HRIS) Computerized inventory of information that can be
accessed to determine employees background,experience, and skills that may include:
Work experience codes
Product or service knowledge
Industry experience
Formal education
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The Matter of Privacy of HR Information
The need to ensure the security of HRinformation
There is a lot of HR information to keep secure.
Control of HR information can be established
through the use of access matrices that limitusers.
Legal considerations: The Federal Privacy Act of1974 gives employees rights regarding who has
access to information about their work history andjob performance.
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Effective Recruiting
External factors affecting recruiting: Looming undersupply of workers
Lessening of the trend in outsourcing of jobs
Increasingly fewer qualified candidates
Internal factors affecting recruiting: The consistency of the firms recruitment efforts
with its strategic goals
The available resources, types of jobs to be
recruited and choice of recruiting methods
Nonrecruitment HR issues and policies
Line and staff coordination and cooperation
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Effective Recruiting (contd)
Advantages of centralizing recruitment Strengthens employment brand
Ease in applying strategic principles
Reduces duplication of HR activiites
Reduces the cost of new HR technologies Builds teams of HR experts
Provides for better measurement of HRperformance
Allows for the sharing of applicant pools
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Selection Devices that Could be usedto Initially Screen Applicants
Table 51Source:Kevin Carlson et al., Recruitment Evaluation: The Case for Assessing
the Quality of Applicants Attracted, Personnel Psychology55 (2002), p. 470.
Note:*Higher is better.
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Recruiting Yield Pyramid
Figure 56
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.
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Internal Sources of Candidates: Hiringfrom Within
Advantages
Foreknowledge ofcandidates strengthsand weaknesses
More accurate view ofcandidates skills
Candidates have astronger commitment
to the company Increases employee
morale
Less training andorientation required
Disadvantages
Failed applicantsbecome discontented
Time wasted
interviewing insidecandidates who will notbe considered
Inbreeding of the
status quo
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Finding Internal Candidates
Job posting Publicizing an open job to employees (often by
literally posting it on bulletin boards) and listing itsattributes.
Rehiring former employeesAdvantages:
They are known quantities.
They know the firm and its culture.
Disadvantages: They may have less-than positive attitudes.
Rehiring may sent the wrong message to current
employees about how to get ahead.
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Finding Internal Candidates (contd)
Succession planning The process of ensuring a suitable supply of
successors for current and future senior or keyjobs.
Succession planning steps: Identifying and analyzing key jobs.
Creating and assessing candidates.
Selecting those who will fill the key positions.
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Outside Sources of Candidates
Advertising The Media: selection of the best medium depends
on the positions for which the firm is recruiting. Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Marketing programs
Constructing an effective ad
Wording related to job interest factors shouldevoke the applicants attention, interest, desire,and action (AIDA) and create a positiveimpression of the firm.
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Temp Agencies and Alternative Staffing
Benefits of Temps
Paid only whenworking
More productive
No recruitment,
screening, and payrolladministration costs
Costs of Temps
Fees paid to tempagencies
Lack of commitment tofirm
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Working with a Temp Agency
Invoicing. Get a sample copy of the agencys invoice. Make sure it fits
your companys needs.
Time sheets. With temps, the time sheet is not just a verification ofhours worked. Once the workers supervisor signs it, its usually an
agreement to pay the agencys fees.
Temp-to-perm policy. What is the policy if the client wants to hire one of
the agencys temps as a permanent employee?
Recruitment of and benefits for temp employees. Find out how theagency plans to recruit what sorts of benefits it pays.
Dress code. Specify the attire at each of your offices or plants.
Equal employment opportunity statement. Get a statement from theagency that it is not discriminating when filling temp orders.
Job description information. Have a procedure whereby you can ensurethe agency understands the job to be filled and the sort of person youwant to fill it.
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Offshoring/Outsourcing White-Collar andOther Jobs
Specific issues in outsourcing jobs abroad
Political and military instability
Likelihood of cultural misunderstandings
Customers security and privacy concerns
Foreign contracts, liability, and legal concerns
Special training of foreign employees
Costs associated with companies supplying foreignworkers
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Guidelines for Choosing a Recruiter
Make sure the firm is capable of conducting athorough search.
Meet the individual who will actually handleyour assignment.
Ask how much the search firm charges.
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Outside Sources of Candidates (contd)
On demand recruiting services (ODRS)A service that provides short-term specializedrecruiting to support specific projects without theexpense of retaining traditional search firms.
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Outside Sources of Candidates (contd)
College recruiting Recruiting goals To determine if the candidate is worthy of further
consideration
To attract good candidates
On-site visits Invitation letters
Assigned hosts
Information package
Planned interviews
Timely employment offer
Follow-up
Internships
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Outside Sources of Candidates (contd)
Recruiting via the Internet More firms and applicants are utilizing the Internetin the job search process.
Advantages of Internet recruiting
Cost-effective way to publicize job openings More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
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Issues in Recruiting a More DiverseWorkforce
Single parents
Providing work schedule flexibility.
Older workers
Revising polices that make it difficult orunattractive for older workers to remainemployed.
Recruiting minorities and women
Understanding recruitment barriers.
Formulating recruitment plans.
Instituting specific day-to-day programs.
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Issues in Recruiting a More DiverseWorkforce (contd)
Welfare-to-work
Developing pre-training programs to overcomedifficulties in hiring and assimilating personspreviously on welfare.
The disabled
Developing resources and policies to recruit andintegrate disable persons into the workforce.
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