Fundamentals of Human Resource Management: Personnel Planning and Recruiting

Fundamentals of Human Resource
Management
Fifth Edition
Chapter 5
Personnel Planning and Recruiting
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives
1. Explain the main techniques used in employment planning and
forecasting.
2. Answer the question: “Why is effective recruiting important?”
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 sources of outside candidates.
6. Explain how to recruit a more diverse workforce.
7. Discuss the main issue to address in developing application
forms.
Explain the main techniques used in
employment planning and forecasting
Steps in Recruitment and Selection
Process
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 company's most important
executive jobs. Human resource planning meansConfirm that
• Human Resource Planning (HRP) the organization is achieving future goals,
SoNumber and type of employees required .
• It refers to the ability to plan and take specific and effective actions in advance according
to the needs of the growth and development of the organization, to ensure the adequate
and cooperative human supply in the organization, and to complete the enterprise The
goal you want to achieve.
Compare the current state of the organization with
ideal state of the future
• What to Forecast? Make appropriate adjustments to the organization
– Overall personnel needs human resources on the premise of achieving the
organization's future goals
– The supply of inside candidates
– The supply of outside candidates
Copyright © 2011 Pearson Education Copyright © 2019, 2016, 2014 Pearson Education,
5–5 Inc. All Rights Reserved
Human resource planning process
Clearly set organizational strategies and goals
Assess the internal and external environment
Analyze Forecast
existing future
manpower manpower
supply needs
Complete manpower planning plan
Evaluation and correction
How to Forecast Personnel Needs
• Trend analysis identifies historical trends within the company to help
predict future needs
　－ Research the company's employment level changes in the past five
years.
• Ratio analysis forecasts data based on the ratio between causal factors
and the number of employees required
　 -Some causal factors(Such as business volume).
　 -Number of employees required(Such as the number of sales staff).
• Scatter plots show graphically how two variables are related
　 -Two variables are presented, that is, whether the business activities are
related to the company's personnel standards.
Improving Performance Through HRIS
• Computerized Forecasts
– 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
• Managerial Judgment
Management Replacement Chart Example
Keeping Data Safe
Since intruders can strike from outside an organization or from within, HR
departments can help screen out potential identity thieves by following four basic
rules:
• Perform background checks on anyone who is going to have access to personal
information.
• If someone with access to personal information is out sick or on leave, don't
hire a temporary employee to replace him or her. Instead, bring in a trusted
worker from another department.
• Perform random background checks such as random drug tests. Just because
someone passed 5 years ago doesn't mean their current situation is the same.
• Limit access to information such as SSNs, health information, and other
sensitive data to HR managers who require it to do their jobs.
Workplace Planning and Forecasting
• Forecasting the Supply of Outside Candidates
– General economic conditions
– Expected unemployment rate
• Talent management, predictive workforce monitoring
• Action planning for labor supply and demand
Answer the question: “Why is effective
recruiting important?”
Why Recruiting Is Important?
• Recruiting Yield Pyramid
• Improving Recruitment Effectiveness
• Pre-employment Activities
Main Internal Sources of Candidates
• Job Posting
– On company bulletin boards
– In employee publications
– On corporate intranets
– Anywhere else organization communicates with employees
• Qualification Skills Inventories
Workforce Planning for Employee
Engagement
• Training Employees to Develop Their Potential
• Career-Oriented appraisals
• Job Posting System
Outside Sources of Candidates
• Informal Recruiting and Hidden Job Market
• Recruiting via the Internet
– Advantages
 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
– Disadvantages
 Exclusion of older and minority workers
 Unqualified applicants overload the system
 Personal information privacy concerns of applicants
Social Media and HR
• Other Online Recruiting Practices
• Pros and Cons
Improving Performance Through HRIS
• Using Applicant Tracking
• Improving Online Recruiting Effectiveness
Ineffective and Effective Web Ads
Ineffective Ad, Recycled Effective Online Ad
from Magazine to the Web (Space Not an Issue)
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Outside Sourcing of Candidates
• Advertising
• Constructing (Writi
ng) the
Ad
• Employment Agencies
• Temporary
Workers/Alternative
Staffing
Alternative Staffing
• Contract Employees
• Poaching
• Offshoring and Outsourcing Jobs
• Executive Recruiters
• Referrals and Walk-Ins
• Recruiting Process
Outsourcers
• On-Demand Recruiting
Services
• College Recruiting
• Internships
• Telecommuters
• Military Personnel
Recruiting
Building Your Management Skills: Working with Recruiters
Hiring and working with executive recruiters requires some caution. Guidelines include:
1. Make sure the firm can conduct a thorough search. Under their ethics code, a recruiter can't approach the
executive talent of a former client for two years after completing a search for that client. Therefore, the
recruiter must search from a constantly diminishing pool.
2. Meet the individual who will actually handle your assignment.
3. Make sure to ask how much the search firm charges. Get the agreement in writing.
4. Make sure the recruiter and you agree on what sort of person to hire for the position.
5. Ask if the recruiter has vetted the final candidates. Do not be surprised if the answer is, “No, I just get
candidates—we don't really screen them.”
6. Therefore, never rely on any recruiter to do all the reference checking. Let them check the candidates'
references, but get notes of these references in writing from the recruiter (if possible). Recheck at least the
final candidate's references yourself.
7. Preferably use a recruiter who has a special expertise in your specific industry—he or she may have the best
grasp of who's available.
Recruiting a More Diverse Workforce
• Recruiting Women
• Recruiting Single Parents
• Older Workers
• Recruiting Minorities
• The Disabled
Developing and Using Application Forms
Purpose of Application Forms
• Applicant's Identity, Education, Military, and Work
History
• Substantive Matters
• Previous Progress
• Stability
• Predict
Application Forms and EEO Law
Discriminatory Items to be aware of:
• Education
• Arrest Record
• Notify in case of Emergency
• Membership in Organizations
• Physical Handicaps
• Marital Status
• Housing
• Video Resumes
The Human Resource Recruitment Process
Recruiters
• Functional area
• Traits
• Realism
• Enhancing recruiter impact
• Provide timely feedback
• Recruit in teams

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Fundamentals of Human Resource

Assess the internal and external environment

Complete manpower planning plan

Evaluation and correction

2. Meet the individual who will actually handle your assignment.

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