Lecture 4:

Personnel Planning and

Recruiting

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LEARNING OUTCOMES
1. List the steps in the recruitment and selection process.
2. Explain the main techniques used in employment
planning and forecasting.
3. Describe the steps in succession planning
4. Explain and give examples for the need for effective
recruiting.
5. Name and describe the main internal sources of
candidates.
6. List and discuss the main outside sources of
candidates.
7. Explain how to recruit a more diverse workforce.

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 The Recruitment and Selection Process
Series of steps:
1. Decide what positions to fill through personnel planning
and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.

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 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting

the best candidate for the job.

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Planning and Forecasting
Workforce (Employment or Personnel
Planning)
The process of deciding what
positions
the firm will have to fill, and how to fill
them.
Need to forecast Three (3) factors
HR needs
The supply of Internal candidates
The supply of external candidates

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 Forecasting HR Needs

Forecasting Techniques

Trend analysis Ratio analysis The Scatter Plot

Managerial
Computer forecast Judgment

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 Forecast Techniques
Trend Analysis
Study a companys past Hr needs over several years to predict future
needs. Trend analysis is used to identify trends that may continue into the
future by computing the number of employees at the end of each of the last
several years.

Ration Analysis
A forecasting technique to determine future staff needs by using ratios
between e.g. sales volume and the number of employees needed.

Scatter Plot
A graphical method used to identify the relationship between two variables.

Computer Forecast
Computer software programs may be used to forecast HR requirements

Managerial Judgment
Whichever forecasting method you use, managerial judgment is still
important
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 Forecasting the Supply of Internal
Candidates

Qualification
Inventories

Manual systems and

Computerised
personnel replacement
Information Systems
charts

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Forecasting the Supply External Candidates
Factors In Supply of External Candidates
General economic conditions
Expected unemployment rate

Sources of Information
Periodic forecasts in business publications
Online economic projections

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 Effective Recruiting

Consistent with Companys Strategy

Fit into companys strategic plans
Recruiting methods
Non-recruitment HR policies

The Recruiting Yield Pyramid

To calculate the number of applicants to hire
the required number of new employees

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The Need for Effective Recruiting

Recruiting Challenges

Effectiveness of Effects of Legal requirements

chosen recruiting nonrecruitment issues associated with
methods and policies employment laws

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 Finding Internal Candidates

Hiring-from-Within Tasks

Posting open Rehiring former Succession

job positions employees planning (HRIS)

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 Steps in Succession Planning
Succession Planning
The process of deciding how to fill the companys most
important executive jobs.
3 steps:
1. Identify key needs such as defining the requirements
for the high potentials, review companys current
talents, create skills profiles for the key position
2. Develop inside candidates through internal training,
cross functional experiences, job rotation, external
training and etc.
3. Assess and choose the candidates who are qualified
to fill the key positions

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Internal Sources of Candidates

Advantages Disadvantages

Foreknowledge of
Failed applicants become
candidates strengths
discontented
and weaknesses
Time wasted interviewing
More accurate view of
inside candidates who will
candidates skills
not be considered
Candidates have a stronger
Inbreeding strengthens
commitment
tendency to maintain the
to the company
status quo
Increases employee morale
Less training and
orientation required

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Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting
2 Advertising 7
Services (ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing

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 Recruiting via the Internet
Advantages
v Cost-effective way to publicize job openings
v More applicants attracted over a longer period
v Immediate applicant responses
v Online prescreening of applicants
v Links to other job search sites
v Automation of applicant tracking and evaluation
Disadvantages
v Exclusion of older and minority workers
v Unqualified applicants overload the system
v Personal information privacy concerns of applicants

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 Advertising for Outside Candidates
The Media Choice
Selection of the best medium depends on the
positions for which the firm is recruiting.
v Newspapers: local and specific labor markets
v Trade and professional journals: specialized
employees
v Internet job sites: global labor markets

Constructing (Writing) Effective Ads

Create attention, interest, desire, and action
(AIDA).
Create a positive impression (image) of the firm.

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Help Wanted Ad that Draws Attention

Attention
Interest
Desire
Action

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 Why Use a Private Employment Agency?

No HR department: firm lacks recruiting and screening

capabilities to attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are more
comfortable dealing with agencies than competing
companies.
To reduce internal time devoted to recruiting.

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Avoiding Problems with Employment Agencies

Give agency an accurate and complete job description.

Make sure tests, application blanks, and interviews are
part of the agencys selection process.
Review candidates accepted or rejected by your firm or
the agency for effectiveness and fairness of agencys
screening process.
Screen agency for effectiveness in filling positions.
Supplement the agencys reference checking by
checking the final candidates references yourself.

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Temporary Workers / Alternative Staffing

In-house contingent (casual, seasonal,

or temporary) workers employed by the
company, but on an explicit short-term
basis.

Contract technical employees supplied

for long-term projects under contract
from outside technical services firms.

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Temp Workers and Alternative Staffing
Benefits of Temps
Increased productivitypaid only when working
Allows trial run for prospective employees
No recruitment, screening, and payroll administration
costs
Costs of Temps
They may be less committed to the company.
It may be more difficult to integrate them as they only
work occasionally.
Having too many part-time workers may affect
teamwork

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 Offshoring and Outsourcing Jobs
Outsourcing and offshoring send the jobs out.

Outsourcing means having outside vendors

supply services (such as benefits management,
market research, or manufacturing) that the
firms own employees previously did in-house.

Offshoring is a narrower term. It means having

outside vendors abroad supply services that the
firms own employees previously did in-house.

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 Executive Recruitment
Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends

Guidelines for Choosing a Recruiter

1. Make sure the firm is capable of conducting a thorough
search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort of person
you need for the position.
5. Never rely solely on the recruiter to do reference checking.

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 College Recruiting
On-campus recruiting goals
To determine if the candidate is
worthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment offer
Follow-up

Internships

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 Employee Referrals and Walk-ins
Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.

Walk-ins
Seek employment through a personal direct approach to the
employer.
Courteous treatment of any applicant is a good business
practice.

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