5 Personnel Planning

and Recruiting

4-

5-1
 Learning Objectives

5-1. Explain the main techniques used in

employment planning and forecasting.
5-2. Explain and give examples
4- for the need
for effective recruiting.
5-3. Name and describe the main internal
sources of candidates.

5-2
 Learning Objectives

5-4. Discuss a workforce planning

method you would use to improve
employee engagement.
4-
5-5. List and discuss the main outside
sources of candidates.
5-6. Explain how to recruit a more diverse
workforce.

5-3
 Learning Objectives

5-7. Discuss practical guidelines for

obtaining application information.

4-

5-4
 I.
Explain the main techniques
used in employment
4-

planning and forecasting.

5-5
Introduction

4-

5-6
Job analysis identifies the duties and human requirements for each of the company’s jobs. The
next step is to decide which of these jobs you need to fill, and to recruit and select employees
for them.

The traditional way to envision recruitment and selection is as a series of hurdles (Figure 5-
1):

1. Decide what positions to fill, through workforce/personnel planning and forecasting.

2. Build a pool of candidates for these jobs, by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo initial screening
interviews. 4-
4. Use selection tools like tests, background investigations, and physical exams to screen
candidates.
5. Decide who to make an offer to by having the supervisor and perhaps others interview the
candidates.

This chapter focuses on personnel planning and on recruiting employees.

Chapters 6 and 7 will address tests, background checks, physical exams, and interviews.

5-7
 Workforce Planning and
Forecasting
• is the process of deciding what positions
the firm will have to fill, and how to fill them.

4-

Copyright © 2017 Pearson Education,

5-8
Ltd.
Workforce Planning by
Towers Watson MAPS

4-

5-9
Strategy and Workforce Planning
4-

5-10
Improving Performance:
The Strategic Context

Four Seasons
4-
Let’s talk about it…

5-11
Forecasting Personnel Needs
(Labor Demands)
4-

5-12
Forecasting Personnel Needs
(Labor Demands)

1. Trend Analysis
2. Ratio Analysis
4-

3. Scatter Plot
4. Managerial Judgment

5-13
Forecasting the Supply of Inside
Candidates
4-

5-14
Forecasting the Supply of Inside
Candidates
4-

5-15
 Forecasting the Supply of Inside
Candidates
Personnel Replacement
Charts

4-

5-16
Forecasting the Supply of
Outside Candidates
4-

5-17
Predictive Workforce Monitoring
4-

5-18
Improving Performance:
HR as a Profit Center

Predicting Labor Needs

4-
Let’s talk about it…

5-19
Matching Projected Labor
Supply and Labor
4- Demand

5-20
Succession Planning
4-

5-21
 II.
Explain and give examples for
the need for
4-
effective
recruiting.

5-22
 Why Effective Recruiting
Is Important
• The need for effective
recruiting
4-
• What makes recruiting a
challenge?

5-23
The Recruiting Yield Pyramid

4-

5-24
Know Your Employment Law
Recruiting Employees
4-

5-25
The Supervisor’s Role
4-

5-26
 III.
Name and describe
4-
the
main internal sources of
candidates.

5-27
 Internal Sources of Candidates

• Finding
4-
Internal
Candidates

5-28
 IV.
Discuss a workforce planning
4-
method you would use to
improve employee engagement.

5-29
Employee Engagement Guide
for Managers
4-

5-30
Promotion from Within

4-

5-31
 V.
List and discuss
4-
the main
outside sources of
candidates.

5-32
Outside Sources of Candidates
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5-33
 Informal Recruiting and the
Hidden Job Market

o Job openings aren’t publicized

o Jobs are created and become
4-
available when employers come
across the right candidates

5-34
 Recruiting via the Internet

• Pros and Cons

4-

5-35
Improving Performance Through HRIS:
Using Applicant Tracking

Applicant Tracking
System
4- (ATS)

Let’s take a look …

5-36
 Trends Shaping HR:
Science in Talent Management

Google’s People
Operations
4- (HR)

Let’s take a look …

5-37
 Improving Online
Recruiting Effectiveness

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5-38
 Trends Shaping HR:
Digital and Social Media

Recruiters Use
of Social
4- Media

Let’s take a look …

5-39
 Advertising

• The Media

• Constructing 4-
(writing) The Ad

5-40
Constructing (writing) The Ad

4-

5-41
 Employment Agencies

• Public

• Nonprofit 4-
agencies

• Privately
owned
agencies

5-42
Recruiting Process
Outsourcers
4-

5-43
 Temporary Workers and
Alternative Staffing

• Alternative staffing

• Reason for using

4-

• The Temp Agency

• Temp Employee’s Concern

5-44
Know Your Employment Law
Contract Employees
4-

5-45
 Trends Shaping HR:
The New Extended Workforce

Freelance Programmers,
Designers4-or Marketers

Let’s talk about it…

5-46
Offshoring and Outsourcing
Jobs
4-

5-47
 Executive Recruiters

• Working with
Recruiters
4-

• Internal
Recruiting

5-48
Improving Performance: HR Tools for
Line Managers and Small Businesses

Recruiting 101
4-
Let’s talk about it…

5-49
 Recruiting

1. Referrals and
Walk-ins
2. On-Demand
Recruiting 4-
Services
3. College Recruiting
o Internships

5-50
 Recruiting continued

4. Telecommuters

5. Military Personnel
4-

5-51
Improving Performance:
HR as a Profit Center

Cutting Recruitment Costs

4-
Let’s talk about it…

5-52
 VI.
Explain how 4-to recruit a
more diverse workforce.

5-53
 Recruiting a More
Diverse Workforce

1. Women
2. Single Parents 4-
3. Older Workers

5-54
Diversity
4-
Counts

5-55
 Recruiting a More
Diverse Workforce continued

4. Minorities
4-
5. The Disabled

5-56
4. Minorities – Understand the barriers that prevent minorities from applying. For
example, some minority applicants won’t meet the educational or
experience standards for the job; many employers therefore offer remedial
training. In one retail chain, a lack of role models stopped women from
applying. Sometimes (as we saw) it’s insufficient schedule flexibility. After
recognizing the impediments, one turns to formulating plans for remedying
them and for attracting and retaining minorities and women. This may include,
for instance, basic skills training, flexible work options, role models, and
redesigned jobs. Finally, implement these plans.

4-
5. The Disabled – Employees with disabilities are capable workers. Thousands of
employers in the United States and elsewhere have found that disabled
employees provide an excellent and largely untapped source of competent,
efficient labor for jobs ranging from information technology to creative
advertising to receptionist.

5-57
 VI.
Discuss practical
4-
guidelines for obtaining
application information.

5-58
 Developing and Using
Application Forms

• Purpose of Application Forms

• Application Guidelines
4-

5-59
Purpose:
Application forms are a good way to quickly collect verifiable and
fairly accurate historical data from the job candidate. The form
provides information on education, prior work record, and skills.
Application Guidelines:
Ineffective use of the application can cost the employer dearly.
Employers should carefully review their application forms to ensure
they comply with equal employment laws.
Questions to review include those 4-asking about:
• Employment History
• Education
• Job Experience
Ensure each applicant signs the application form as an indication that
information is true and form is completed.

5-60
Know Your Employment Law
Application Forms and
Law
4-

5-61
 Developing and Using
Application Forms

• Using Application Forms to

Predict Job Performance
4-

• Mandatory Arbitration

5-62
 Chapter Review

What you should now know….

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5-63
In review of Chapter , you should now be able to:

5-1. Explain and give examples for the need for effective
recruiting.
5-2. Name and describe the main internal sources of candidates
5-3. Discuss a workforce planning method you would use to
improve employee engagement.
4-
5-4. List and discuss the main outside sources of candidates.
5-5. Explain how to recruit a more diverse workforce.
5-6. Discuss practical guidelines for obtaining application
information.

5-64