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 for the need for
4-
effective recruiting.
5-3 Name and describe the main internal
sources of candidates.
5-4 Discuss a workforce planning method you
would use to improve employee engagement.
5-2
 Learning Objectives

5-5 List and discuss the main outside

sources of candidates.
5-6 Explain how to recruit a more diverse
4-
workforce.
5-7 Discuss practical guidelines for
obtaining application information.

5-3
Explain the main techniques
used in employment
planning and4-forecasting.

5-4
 Introduction
The whole recruitment and selection
process

4-

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. 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 5-5
and perhaps others interview the
 Workforce Planning and
Forecasting
• Workforce planning
• The process of deciding what positions the firm
will have to fill, and how to fill them
• Identifying skill/workforce gap
• Preceding with recruitment
4- and selection

• Strategy and workforce planning

• Workforce planning should be viewed as a
outgrowth of firm’s strategy
• Four Season’s workforce global transferring and
its customer service

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

• Workforce planning based on skill

gaps
4-
• How to identify skill gap?
• Gap between personnel needs and
personnel (internal) supply

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

• After labor demand supply, managers must

forecast the supply (availability) of inside and
outside candidates
• Personnel replacement4-charts/position
replacement card
• Computerized skills inventories
• Markov analysis

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

• Computerized skills inventories

• work experience codes
• product knowledge
• the employee’s level of familiarity with the employer’s product
lines or services 4-
• the person’s industry experience
• formal education
• industry experiences
• foreign language skills
• relocation limitations
• career interests
• performance appraisals

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

• Predictive workforce monitoring

• Workforce planning 4-
therefore often involves
paying continuous attention to workforce
planning issues
• Intel’s “Organization Capability Assessments"
• Twice a year to assess workforce needs—both
immediate and up to 2 years in the future
5-19
 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

• Informal Recruiting and the Hidden

Job Market
o Job openings aren’t
4- publicized
o Jobs are created and become
available when employers come
across the right 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-

• are you looking to make

an impact?

• 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-

• Strengths and weakness

• Less effective
• Prospects are less motivated
• But, one-stop service
5-39
 Employment Agencies
• Private agencies and why?
• 1. HR capability constraint
• 2. You must fill a job quickly.
• 3. There is a perceived need to attract more minority
or female applicants.
4-
• 4. You want to reach currently employed individuals,
who might feel more
• comfortable dealing with agencies than with
competing companies.
• 5. You want to reduce the time you’re devoting to
recruiting

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

• Offshoring and Outsourcing Jobs

• Outsourcing means having outside vendors supply
services (such as benefits management, market
4-
research, or manufacturing) that the company’s own
employees previously did in-house
• Offshoring means having outside vendors or
employees abroad supply services that the
company’s own employees previously did in-house

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

• Work with Executive Recruiters

• 1. Make sure the firm can conduct a thorough search
• 2. Meet the individual who will actually handle your assignment
• 3. Make sure to ask how much the search firm charges
4-
• 4. Make sure the recruiter and you agree on what sort of individual
to hire for the
• position
• 5. Ask if the recruiter has vetted the final candidates
• 6. Never rely solely on any recruiter do all the reference checking
• 7. Consider using a recruiter who has a special expertise in your
specific industry 5-46
 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

Cutting Recruitment Costs

• GE Medical hires about 500 technical

4-
workers a year
o Cut its hiring costs by 17%
o GE is also using more recruitment
process outsourcers

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

• Purpose of Application Forms

• substantive4- matters
• previous progress
• stability
• predict success

5-54
 Application Information

• Purpose of Application Forms

4-
• Application Forms and Predicting
Job Performance
• Application Forms and EEO law

5-55