CH.
5 Personnel Planning and Recruiting
Recruitment and Selection Process
1. Personnel planning and forecasting
2. Recruiting internal/external candidates
3. Application Forms
4. Selection tools
5. Interview the candidates
Workforce Planning and Forecasting
Workforce/Employment/Personnel Planning-the
process of deciding what position the firm will have to
fill, and how to fill them
Strategy and Workforce Planning
Succession Planning-process of deciding how to fill
executive jobs
3 things:
1. Personnel needs/labor demand
2. Supply of inside candidates
3. Supply of outside candidates
Forecasting Personnel Needs (Labor Demand)
1. Trend Analysis-studying variations in your
firms employment levels over the last few
years
-study of a firms past employment needs over
a period of years to predict future needs
2. Ratio Analysis-making forecasts based on the
historical ratio between (1) some causal factor
(like sales volume) and (2) the number of
employees required (such as number of sales
people)
2. Scatter Plot-shows graphically how 2
variables--such as sales and staffing levels--are
related
2. Markov/transition analysis-involves creating
a matrix that shows the probabilities that
employees in the chain of feeder positions for a
key job will move from position to position and
therefore be available to fill the key position
Drawbacks of scatter plots
1. Generally focus on historical sales/personnel
relationships and assume that the firms
existing activities will continue as is
2. Tend to support compensation plans that
reward managers for managing ever-larger
staffs, irrespective of the companys strategic
needs
3. Institutionalize existing ways of doing thing,
even in the face of change
*Whichever forecasting tool you use, managerial
judgment should play a big role
Its rare that any historical trend, ratio, or relationship
will simply continue
Forecasting the Supply of Inside Candidates
Qualifications/skills inventories-contain data on
employees performance records, educational
background, and promotability
-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
Personnel inventory and development record
form-compiles qualifications information on each
employees
Personnel replacement charts-for the firms top
positions
-company records showing present performance and
promotability of inside candidates for the most
important positions
Position replacement card-present performance,
promotion potential, and training
-a card prepared for each position in a company to
show possible replacement candidates and their
qualifications
Computerized skills inventory data-work
experience codes, product knowledge, the employees
level of familiarity with the employers product lines or
services, the persons industry experience and formal
education
Forecasting the Supply of Outside Candidates
*Applying a talent management philosophy to
workforce planning requires being more proactive
Predictive workforce monitoring-requires paying
continuous attention to workforce planning issues
Talent Management and Predictive Workforce
Monitoring
*predictive workforce planning monitoring-Applying
talent management philosophy to workforce planning
requires being more proactive
Developing an Action Plan to Match Projected Labor
Supply and Labor Demand
* The staffing plan should identify the positions to be
filled, potential internal and external sources for these
positions, the required training, development, and
promotional activities moving people into the positions
will entail, and the resources that implementing the
staffing plan will require.
Recruiting yield pyramid-to calculate the number of
applicants they must generate to hire the required
number of new employees
- The historical arithmetic relationships between
recruitment leads and invitees, invitees and interviews,
interviews and offers made, and offers made and offers
accepted
The need for Effective Recruiting
Employee recruiting-finding and/or attracting
applicants for the employers open positions
What makes effective recruiting a challenge
1. Some recruiting methods are superior to others
2. Recruiting depends greatly on nonrecruitment
issues and policies
3. Employment law
Organizing how you recruit
Supervisors Role
Internal Sources of Candidates
Pros
Know candidates strengths and weaknesses
Current employees may be more committed
Increase morale
Less orientation
Cons
Employees who apply for jobs and dont get
them may become discontented
 Waste of time -contingent/part-time/just-in-time
Inbreeding workers/casual/seasonal employees
Temp Concerns
Finding Internal Candidates 1. Treated by employers in a
dehumanizing and ultimately
Job posting-means publicizing the open job to discouraging way.
employees (usually by literally posting it on company 2. Insecure about their employment and
intranets or bulletin boards) pessimistic about the future.
3. Worried about their lack of insurance
-list the jobs attributes like qualification, supervisor,
and pension benefits.
work schedule and pay rate
4. Misled about their job assignments and
1. Rehiring in particular about whether temporary
2. Succession Planning- the ongoing process of assignments were likely to become full-
systematically identifying, assessing, and time.
developing organizational leadership to 5. Underemployed (particularly those
enhance performance. trying to return to the full-time labor
1. Identify Key needs market)

- include defining key positions, defining high potentials The more control the manager exercises
, enlisting top management support, and reviewing the over the temps, the more likely it is that
company s current talent the court will view the temporary
employees as regular employees
2. Develop inside candidates
Alternative staffing-the use of non-
- Creating means providing the inside or outside traditional recruitment sources
candidates you identify with the developmental
experiences they require to be viable candidates. -in-house temporary employees (people
employed directly by the company, but on
3. Assess and Choose an explicit short-term basis)

Outside Source of Candidates -contract technical employees (highly

skilled workers like engineers, who are
1. Recruiting via the Internet supplied for long-term projects under
-Other Online Options contract from an outside technical services
-Texting firm
-The Dot-Jobs Domain
-Virtual Job Fairs 5. Offshoring and Outsourcing Jobs
Applicant tracking systems-online systems Outsourcing-having outside vendors supply
that help employers attract, gather, screen, services (such as benefits management,
compile and manage applicants market research, manufacturing) that the
-provide other services, including requisitions companys own employees previously did in-
management, applicant data collection, house
reporting Offshoring-having outside vendors abroad
supply services that the companys own
* It starts with an attention-grabbing heading employees previously did in-house
and uses the extra space to provide more 6. Executive Recruiters/headhunters
specific job information -special employment agencies retained by
employers to seek out top-management talent
2. Advertising for their clients
-Media 1. retained- focus on executive positions paying
-AIDA (attention, interest, desire, action) $150,000 or more, and on retained executive
* Job applicants view ads with more specific job search.
information as more attractive and more credible 2. Contingency-based recruiters tend to handle
junior-to-middle level management job
3. Employment Agencies searches in the $50, 000 to 150, 000 range
3 main types 7. On-Demand Recruiting Services
1. Public agencies -provide short-term specialized recruiting
2. Non-profit agencies assistance to support specific projects without
3. Private agencies the expense of retaining traditional search
firms
Why use an agency 8. College Recruiting-sending an employers
representative to college campuses to
1. No HR department prescreen applicants and create an application
2. Must fill a particular opening quickly pool from the graduating class
3. Need to attract a greater number of 1. On-Campus Recruiting Goals
minority or female applicants -to determine if a candidate is worthy of further
4. Want to reach currently employed consideration, to attract good candidates
individuals 2. The On-Site Visit
5. Want to cut down on time 3. Internships
4. Temp Agencies and Alternative Staffing
 9. Referrals and Walk-ins 1. You can make judgments on substantive
Employee Referral-the firm posts matters (education, experience)
announcements of openings and requests for 2. Draw conclusions about the applicants
referrals on its Web site, bulletin and/or previous progress and growth
wallboards 3. Draw tentative conclusions about the
-The firm offers prizes or cash awards for applicants stability
referrals that lead to hiring 4. Predict which candidates will succeed on the
10. Telecommuters job and which will not
11. Military Personnel
Application Guidelines
*applicants: not just quantity but quality
*Always make sure applicants complete the form and
Employers computerized recruitment system sign a statement on it indicating that the information is
true
1. Requisition management system-facilitates *doing a less-than-complete job of filling in the form
requisition, routing, approval, and posting of may reflect poor work habits
job openings
2. Recruiting solution-including job Applicant exaggeration
advertisement, recruitment marketing,
applicant tracking, online recruitment vendor Application Forms and EEO Law
management, to increase and improve
1. Education
applicant pool quality
2. Arrest record
3. Screening services-skills and behavioural
3. Notify in case of emergency
assessment services
4. Membership in organizations
4. Hiring management software-to capture
5. Physical handicaps (unless the application
and manage candidate information
blank specifically asks only for those that may
Recruiting a More Diverse Workforce interfere with your job performance)
6. Marital status (should not be asked
1. Single Parents 7. Housing
-flextime, flexible work schedules, child-care
benefits Two Stage Process
-employers should train their supervisors,
1. To determine if the applicant is qualified
surveys suggest that a supportive attitude on
-limit application form questions to
the supervisors part can go far toward making
identification and work history
the single parents work-home balancing act
2. Make a conditional job offer, but make it clear
more bearable
that failing to meet any of the following second
2. Older Workers
stage conditions may result in rejection
-older workers tend to have lower absenteeism
rates, more reliability and better work habits Using Application Forms to Predict Job Performance
than younger workers
3. Recruiting Minorities 1. Biodata responses on the application form
a. Understand: Understand the 2. Measures of success on the job
recruitment barriers
b. Plan: Formulate the required -equal employment law limits the items youll want
recruitments plans to use
c. Implement: institute the specific day-
-noninvasive questions are best
to-day programs
4. Welfare-to-Work Mandatory Arbitration
-lack basic work skills (such as reporting for
work on time, working in teams, taking orders 1. Better be a fair process
without losing their temper -the agreement should be a signed and
-participants get counselling and basic skills dated separate agreement
training over several weeks -use simple wording
-focuses on work and life skills and aims to 2. Mandatory arbitration clauses turn some
rebuild self-esteem and instill positive attitudes candidates off
about work
5. The Disabled

Developing and Using Application forms

Purpose of Application Forms