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2003 Prentice Hall, Inc.

Human Resource Planning and Recruiting Arjya Chakravarty

Instructor presentation questions: docwin@tampabay.rr.com

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2003 Prentice Hall, Inc.

Recruitment
Recruitment comes first and is followed by Selection. Recruitment is positive process. Recruitment is calling large pool of candidates Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters.

Selection
Selection is a negative process. Selection is choosing the suitable candidate. Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization(Often based on an initial job analysis)

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2003 Prentice Hall, Inc.

Employment planning and forecasting

Steps in Recruitment and Selection Process

Recruiting builds pool of candidates

Applicants complete application form

Selection tools like tests screen out most applicants

Supervisors and others interview final candidates to make final choice

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2003 Prentice Hall, Inc.

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.

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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

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Methods to Predict Employment Needs

Trend analysis Ratio analysis Scatter plot Managerial judgment plays a big role

Scatter plot shows projected staff size

1400

Number of nurses

1200 1000 800 600 400 200 0 0 500 1000 1500

Hospital size (# of beds)

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2003 Prentice Hall, Inc.

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

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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

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Manual Systems and Replacement Charts

Personnel inventory & development record help track employee qualifications Personnel replacement charts are often used for filling a companys top positions

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Forecasting the Supply of Inside Candidates

Personnel replacement charts

Company records showing present performance and promotability of inside candidates for the most important positions

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2003 Prentice Hall, Inc.

Forecasting the Supply of Inside Candidates

Position replacement card

A card prepared for each position in a company to show possible replacement candidates and their qualifications

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2003 Prentice Hall, Inc.

Computerized Information Systems

Work experience codes Product knowledge Industry experience Formal education Training courses Foreign language skills Relocation limitations Career interests Performance appraisals Skills

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Management Replacement Chart

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Effective Recruiting: The Yield Pyramid

New hires Offers made (2 : 1) Interviewed (3 : 2) Invited (4 : 3) Leads generated (6 : 1)

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Internal Sources of Candidates

Knowing a candidates strengths and weaknesses Inside candidates may be more committed to the company and can increase morale Can backfire Can promote inbreeding

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2003 Prentice Hall, Inc.

Finding Candidates
Job posting

publicizing the open job to employees and listing its attributes like qualifications, supervisor, work schedule, and pay rate an option today due to the tight labor market

Rehiring former employees

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2003 Prentice Hall, Inc.

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

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2003 Prentice Hall, Inc.

Outside Sources of Candidates

Advertising the advertising media and ad content Select the best media local paper, TV, or internet depending on the position

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2003 Prentice Hall, Inc.

Ad Construction
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

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Employee referrals
Employee-referral programs are most effective when they are built and managed properly Create a form that staff members submit when they refer candidates. Make sure it is stamped with the date and time and includes information about the relationship between the employee and the job candidate. This validates the referral when it's time to pay the bonus, which could be up to three months after the start date. Develop a corresponding spreadsheet for tracking all employee referrals. The actual reward should not be paid until the referred employee completes a minimum of 30 to 90 days of successful employment.

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Recruiting in the Internet Age Executive search firms come in two varieties: retainer firms and contingency firms. Retainer firms act as ongoing consultants to your business. They are more expensive than contingency firms, but they commit more time and effort to your firm. Retainer search firms are generally used to find applicants for senior management positions. Contingency firms are paid only after filling your position. Theyre more appropriate for filling mid-level openings. Traditional recruiting methods. Dont be so wowed by fancy technology and premium-priced headhunters that you ignore time-tested ways of finding good talent. Often, the best prospective employees are people you hear about from trusted friends or associates.

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E- recruiting
A profound transformation in recruiting: from reactive to proactive, from data management to relationship development, from meeting requirements to anticipating them. the principles of inventory and supply management are applied to talent/human beings.

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2003 Prentice Hall, Inc.

E- recruiting
In this scenario, recruiting becomes a life-cycle relationship between potential employer and employee. Demographics, which suggest shortage of Knowledge Workers in the knowledge economy, support the notion that recruiting must ultimately confront total quality and Justin-time inventory management standards

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Recruitment and Selection Process: Definition and concept of Recruitment Factors Affecting Recruitment Sources of recruitment Information technology and HR recruiting on the net (e-Recruitment) Methods and Techniques of recruitment Selection Process- Person Job Fit - Person Organization Fit Elements of Selection Process - Steps in the Selection Procedure Various types of Tests Selection Interview: Methods and Process (including reference check and medical examination) - Placement and induction- Competency testing systems