Personnel Planning and Recruiting 5 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-1

Learning Objectives 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-2

Learning Objectives 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 © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-3

The steps in the recruitment and selection process. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-4

The Five Steps Positions to be filled Pool of candidates Applications and screening Selection tools Make an offer Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-5

Review Positions Candidates Screening Selection Offers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-6

Explain the main techniques used in employment planning and forecasting. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-7

Workforce Planning and Forecasting Strategy and workforce planning Forecasting personnel needs (labor demand) o Trend analysis o Ratio analysis o The scatter plot o Markov analysis Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-8

Forecasting the Supply of Inside Candidates Manual systems and replacement charts Computerized skills inventories Privacy Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-9

Forecasting the Supply of Outside Candidates Talent management Action planning for labor supply and demand The recruiting yield pyramid Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-10

Review Forecasting Manual vs. computerized systems Managing talent Action planning Recruiting pyramid Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-11

Explain and give examples for the need for effective recruiting. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-12

The Need for Effective Recruiting Why recruiting is important What makes recruiting a challenge? Organizing how you recruit o The supervisor’s role Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-13

Review Importance Challenge Organizing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-14

Name and describe the main internal sources of candidates. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-15

Internal Sources of Candidates Using internal sources Finding internal candidates Rehiring Succession planning o Identify key needs o Develop inside candidates o Assess and choose Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-16

Review Internal sources Finding internal candidates Rehiring Succession planning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-17

List and discuss the main outside sources of candidates. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-18

Outside Candidates Internet recruiting o Online recruiting o Texting o Dot-jobs o Virtual job fairs o Tracking o Effectiveness Advertising – media Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-19

Review Internet recruiting Advertising Media Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-20

Develop a help wanted ad Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-21

Writing the Ad Attention Interest Desire Action Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-22

Employment Agencies Public Nonprofit agencies Private agencies Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-23

Temp Agencies and Alternative Staffing Pros and cons What supervisors should know about temporary employees’ concerns Legal guidelines Alternative staffing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-24

Other Sources of Candidates Offshoring and outsourcing jobs Executive recruiters o Pros and cons o Guidelines On-demand recruiting services Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-25

Other Sources of Candidates College recruiting o On-campus recruiting goals o The on-site visit o Internships Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-26

Recruiting Referrals and walk-ins Telecommuters Military personnel Recruiting source use and effectiveness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-27

Other Issues Recruiting source use and effectiveness Measuring recruiting effectiveness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-28

Review Writing the ad Employment agencies Temp agencies, alternative staffing Other sources of candidates Recruiting Measuring effectiveness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-29

Explain how to recruit a more diverse workforce. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-30

Recruiting a More Diverse Workforce Single parents Older workers Recruiting minorities Welfare-to-work Disabled workers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-31

Developing and Using Application Forms Purpose of application forms Application guidelines Application forms and EEO law Predicting job performance Mandatory arbitration Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-32

Review Recruiting a more diverse workforce Developing and using application forms Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-33

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 5-34