Professional Documents
Culture Documents
Chapter 5
Personnel
Planning and
Recruiting
GARY DESSLER
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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. Explain and give examples for the need for effective
recruiting.
4. Name and describe the main internal sources of
candidates.
5. List and discuss the main outside sources of
candidates.
6. Develop a help wanted ad.
7. Explain how to recruit a more diverse workforce.
Copyright 2011 Pearson Education
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FIGURE 51
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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FIGURE 52
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Succession Planning
The process of deciding how to fill the
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
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Forecasting Tools
Trend analysis
Ratio analysis
Scatter plotting
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FIGURE 53
Hospital Size
(Number
of Beds)
Number of
Registered
Nurses
200
240
300
260
400
470
500
500
600
620
700
660
800
820
900
860
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Drawbacks to Traditional
Forecasting Techniques
They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives on
future staffing levels.
They support compensation plans that reward managers
for managing ever-larger staffs.
They bake in the idea that staff increases are
inevitable.
They validate and institutionalize present planning
processes and the usual ways of doing things.
510
511
Computerized skills
inventories
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FIGURE 54
513
Legal Considerations
The Federal Privacy Act of 1974
New York Personal Privacy Act of 1985
HIPAA
Americans with Disabilities Act
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Sources of Information
Periodic forecasts in business publications
Online economic projections
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Recruiting Challenges
Effectiveness of
chosen recruiting
methods
Effects of
nonrecruitment
issues and policies
Legal
requirements
associated with
employment laws
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Effective Recruiting
External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer qualified candidates
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Facilitates
strategic
priorities
Reduces
duplication of
HR activities
Ensures
compliance
with EEO laws
Fosters
effective use
of online
recruiting
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What to
measure
How to
measure
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FIGURE 56
50%
67%
75%
16%
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Disadvantages
Failed applicants
become discontented
Time wasted
interviewing inside
candidates who will not
be considered
Inbreeding strengthens
tendency to maintain
the status quo
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Hiring-from-Within
Tasks
Posting open
job positions
Rehiring former
employees
Succession
planning (HRIS)
522
Executive Recruiters
Advertising
On Demand Recruiting
Services (ODRS)
Employment Agencies
College Recruiting
Offshoring/Outsourcing
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FIGURE 57
524
Disadvantages
525
FIGURE 58
526
527
FIGURE 59
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Employment Agencies
Types of
Employment
Agencies
Public
agencies
Nonprofit
agencies
Private
agencies
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530
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532
Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees lack of commitment to the firm
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FIGURE 510
Do Not:
1. Train your contingent workers. Ask their staffing agency to handle training.
2. Negotiate the pay rate of your contingent workers. The agency should set pay.
3. Coach or counsel a contingent worker on his/her job performance. Instead, call
the persons agency and request that it do so.
4. Negotiate a contingent workers vacations or personal time off. Direct the worker
to his or her agency.
5. Routinely include contingent workers in your companys employee functions.
6. Allow contingent workers to utilize facilities intended for employees.
7. Let managers issue company business cards, nameplates, or employee badges
to contingent workers without HR and legal approval.
8. Let managers discuss harassment or discrimination issues with contingent
workers.
9. Discuss job opportunities and the contingent workers suitability for them
directly. Instead, refer the worker to publicly available job postings.
10. Terminate a contingent worker directly. Contact the agency to do so.
Copyright 2011 Pearson Education
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Costs of foreign
workers
Special training
of foreign
employees
Cultural
misunderstandin
gs
Outsourcing/
Offshoring
Issues
Customers
securing and
privacy concerns
Foreign
contracts,
liability, and
legal concerns
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Executive Recruitment
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
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College Recruiting
On-campus recruiting goals
To determine if the candidate is
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment offer
Follow-up
Internships
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Employee
referrals
Walk-ins
Telecommuter
s
Military
personnel
540
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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542
TABLE 51
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Requisition
management
system
Recruiting
solution
Screening
services
Hiring
management
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The disabled
Welfare-towork
Older workers
Minorities and
women
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Applicants
education and
experience
Applicants
prior progress
and growth
Applicants
employment
stability
Applicants
likelihood of
success
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547
Arrest
record
Housing
arrangements
Areas of
Personal
Information
Marital
status
Physical
handicaps
Notification in
case of
emergency
Membership in
organizations
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Two-Stage Process
Is Applicant
Qualified?
Review application
information, personal
interview, testing, and
Yes
Conditional
Job Offer
Make conditional job
offer contingent on
meeting all second
stage conditions
do background check
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FIGURE 513
1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from
performing certain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10
years?
7. Have you ever been convicted of a felony or do you have a history of
being a violent person? (This is a very important question to avoid a
negligent hiring or retention charge.)
8. What is your educational background? (The information required here
would depend on the job-related requirements of the position.)
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KEY TERMS
employment (or personnel) planning
trend analysis
ratio analysis
scatter plot
qualifications (or skills) inventories
personnel replacement charts
position replacement card
employee recruiting
recruiting yield pyramid
job posting
succession planning
applicant tracking systems
alternative staffing
on-demand recruiting services (ODRS)
college recruiting
application form
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