2 Dessler - hrm14 - PPT - 05
2 Dessler - hrm14 - PPT - 05
and Recruiting
4-
5-1
Learning Objectives
5-3
Explain the main techniques
used in employment
planning and4-forecasting.
5-4
Introduction
The whole recruitment and selection
process
4-
5-6
Workforce Planning and
Forecasting
• An example of workforce planning
process
• Reviewing the firm’s business plan and workforce
4-
data
• Identifying what positions the firm will have to fill
and potential workforce gaps
• Prioritizing key workforce gaps and identify
specific (training and other) plans for filling any
gaps
• Implementing the changes
5-7
Workforce Planning and
Forecasting
5-8
Workforce Planning and
Forecasting
• Forecasting personnel needs (labor
demand)
o Trend analysis
o Ratio analysis 4-
o The scatter plot
5-9
Workforce Planning and
Forecasting
o Trend analysis
o studying variations in the firm’s employment levels
over the past few years
o Providing an initial rough
4- estimate of future
staffing needs
o Employment levels rarely depend just on the
passage of time
o Other factors (like productivity and
retirements, for instance), and changing skill
needs will influence impending workforce
needs 5-10
Workforce Planning and
Forecasting
• Ratio analysis
• means 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 salespeople) 4-
• Results orientation
• Basic assumption of this method: Status
quo
5-11
Workforce Planning and
Forecasting
• Scatter Plot
• A graphical method used to help identify the
relationship between two variables, like service output
and labor force needs.
4-
5-12
Workforce Planning and
Forecasting
• Drawbacks of scatter plot
• 1. Historical sales/personnel relationships assume that
the firm’s existing activities and skill needs will continue
as is.
• 2. They tend to reward 4-managers for adding employees,
irrespective of the company’s needs.
• 3. They tend to institutionalize existing ways of doing
things, even in the face of change.
5-13
Forecasting the Supply of Inside
Candidates
5-14
Forecasting the Supply of Inside
Candidates
• Personnel replacement
charts
• Company records showing
present performance and 4-
promotability of inside
candidates for the most
important positions
• position replacement card
• create a card for each position,
showing possible replacements
as well as their present
performance, promotion
potential, and training
5-15
Forecasting the Supply of Inside
Candidates
5-16
Forecasting the Supply of Inside
Candidates
JE E SE ESu EDir
• Markov analysis pv c
• Markov analysis
JE P11 P12 P13 P14 P15
involves creating a
matrix that shows
the probabilities E 4- P22 P23 P24 P25
that employees in
the chain of feeder SE P33 P34 P35
positions for a key
job ESup P44 P45
v
EDirc P55
5-17
Forecasting the Supply of
Outside Candidates
• Forecasting workforce availability depends
on
• 4-
manager’s own sense of what’s happening in his
or her industry and locale
• manager then supplements such observations wit
h formal labor market analyses
• O*NET
5-18
Forecasting the Supply of
Outside Candidates
• Succession Planning
• The ongoing process of systematically
4- identifying, assessing,
and developing organizational leadership to enhance
performance
• workforce plans for the company’s top positions
• identify what the company’s future key position needs
• management turns to creating candidates for these jobs
• assessing these candidates and selecting
5-20
IMPROVING PERFORMANCE:
HR Practices Around
the Globe
• Valero Energy created a “labor
supply chain” for improving the
efficiency of its workforce
4- planning,
recruiting, and hiring process.
o Analytic tool now predicts
Valero’s labor needs based on
past trends.
5-21
Explain and give examples for
the need for effective
recruiting.
4-
5-22
Why Effective Recruiting
Is Important
• Employee Recruiting
• Finding and/or attracting applicants for
the employer’s open positions
4-
• Without enough candidates, employers
cannot effectively screen the candidates
or hire the best
• Factors of successful recruitment
• Recruiters
• Firm's brand
5-23
Why Effective Recruiting
Is Important
• Organizing how you
recruit
o Recruiting
4-
pyramid, a tool to
gauge the
staffing issues it
needs to address
5-24
Review
• Importance
4-
• Challenge
• Organizing
5-25
Name and describe the
main internal
4-
sources of
candidates.
5-26
Internal Sources of
Candidates
• Using internal sources
• current employees or “hiring from within”—are often
the best sources of candidates
• Why internal sources?
• 4-
Familiar with their strengths and weaknesses
• More committed to the firm
• Encourage moral and engagement
• Low cost in salary and orientation
• Why not?
• Inbreeding, especially organization needs turnaround
• May be waste of time
• Rejection internal candidate will lead to
discontentment 5-27
Internal Sources of
Candidates
• Finding internal candidates
• Job posting
• Publicizing an open job to employees
(often by literally posting
4-
it on bulletin
boards) and listing its attributes, like
qualifications, supervisor, working
schedule, and pay rate.
• Rehiring
5-28
Internal Sources of
Candidates
• Workforce plans influence employee engagement
• plans to develop and retain employees and promote
from within tend to foster engagement
• contrary policies may erode it
• FedEx's internal recruiting
4- and promotion from
within both play central roles in employee
engagement
• annual employee attitude surveys
• employee recognition and reward programs
• a leadership evaluation process
• extensive employee communication
• an employee appeals process
5-29
List and discuss the main
outside sources
4-
of
candidates.
5-30
Outside Candidates
5-31
Outside Candidates
• Internet recruiting
o Online recruitin
g
o Dot-jobs
o Virtual job fairs
4-
• Advertising –
media
5-32
Outside Candidates
• Pros and cons to Internet recruiting
• Pros
• Quicker, cheaper
• Contents are richer
• Cons 4-
• Group bias
• Internet overload
5-33
Outside Candidates
• Effective
Internet
recruiting
• Direct
application on
firm’s website 4-
• Careful content
design
• Information
safety of job
seekers
5-34
Outside Candidates
• Internet recruiting
o Online
recruiting
o Texting
o Dot-jobs 4-
o Virtual job fairs
o Tracking
o Effectiveness
• Advertising –
media
5-35
Outside Candidates
• Advertising is still very useful to get outside
candidates
• Media choice
• Local media
• Industry media 4-
• National or global media
• Professional media
• Constructing Ad
5-36
Writing the Ad
• Attention
• next key player
• Interest 4-
• Desire
• travel or challenge
• Action
• call today 5-37
Employment Agencies
• Public
• Nonprofit 4-
agencies
• Private agencies
5-38
Employment Agencies
• Public
• Nonprofit agencies
4-
5-40
Employment Agencies
• Private agencies and why?
• 1. Give the agency an accurate and complete job description.
• 2. Make sure tests, application blanks, and interviews are part
of the agency’s selection process
• 3. Periodically review equal employment data on candidates
4-
accepted or rejected by your firm, and by the agency
• 4. Screen the agency
• 5. Supplement the agency’s reference checking by checking at
least the final candidate’s references yourself.
5-41
Temp Agencies and Alternative
Staffing
• Contingent workers
• Part-time, just-in-time workers
4-
• Why?
• Weak economic confidence
• Organizing around short-term workers
• Flexibility
5-42
Temp Agencies and Alternative
Staffing
• Temporary employees’ concerns
• Unfair treatment
4-
• Insecure career future
• Misled about job assignments
• Underemployed
5-43
Outside Candidates
5-44
Outside Candidates
• Executive Recruiters
• Special employment agencies employers
retain to seek out top-management talent
for their clients, also known as headhunters
4-
5-45
Outside Candidates
• Referrals
• Walk-Ins
• direct applications made at your office
4-
• On-Demand Recruiting Services
• short-term specialized recruiting
• College Recruiting
• Telecommuters
5-47
IMPROVING PERFORMANCE:
HR as a Profit Center
5-48
Explain how to recruit a
more diverse
4- workforce.
5-49
Recruiting a More
Diverse Workforce
• Recruiting women
• Management driven
4-
• Single parents
• Flexibility and balance
5-50
Recruiting a More
Diverse Workforce
• Older workers
• Recruiting minorities
4-
• Disabled workers
5-51
Developing and Using Application
Forms: Discuss practical guidelines
for obtaining application
4- information.
5-52
Application Information
• Application Forms
4-
• The form that provides information on
education, prior work record, and
skills.
5-53
Application Information
5-54
Application Information
5-55