1. Personnel Planning and Recruiting5
Personnel Planning and Recruiting

2. Human Resources Management 12e Gary Dessler
LEARNING OUTCOMES
List the steps in the recruitment and selection process.
Explain the main techniques used in employment planning and forecasting.
Explain and give examples for the need for effective recruiting.
Name and describe the main internal sources of candidates.
List and discuss the main outside sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
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3. The Recruitment and Selection Process
Human Resources Management 12e Gary Dessler
The Recruitment and Selection Process
Decide what positions to fill through personnel planning and forecasting.
Build a candidate pool by recruiting internal or external candidates.
Have candidates complete application forms and undergo initial screening interviews.
Use selection tools to identify viable candidates.
Decide who to make an offer to, by having the supervisor and others interview the candidates.
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4. Human Resources Management 12e Gary Dessler
FIGURE 5–1 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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5. Human Resources Management 12e Gary Dessler
FIGURE 5–2 Linking Employer’s Strategy to Plans
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6. Planning and Forecasting
Human Resources Management 12e Gary Dessler
Planning and Forecasting
Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the company’s most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
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7. Forecasting Personnel Needs
Human Resources Management 12e Gary Dessler
Forecasting Personnel Needs
The Manager will need to consider;
Projected turnover
Decision to upgrade (or downgrade) product or services
Technological changes
Department’s financial resources
Trend analysis
Ratio analysis
Forecasting Tools
Scatter plotting
Markov Analysis
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8. Forecasting Personnel Needs
Trend analysis:
Trend analysis means studying a firm’s employment levels over a period of years to predict future needs.
Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time.
Other factors (like changes in sales volume and productivity) also effect staffing needs.

9. Forecasting Personnel Needs
Ratio analysis:
Another approach ratio analysis, means making forecasts based on the ratio between
(1) some causal factor, like sales volume,
(2) number of employees required, like number of salespeople.
For example, suppose a salesperson traditionally generates $ in sales. If the sales revenue to sales people ratio remains the same, you would require six new salespeople next year (each of whom produces an extra $ ) to produce a hoped-for extra $3 million in sales.

10. Human Resources Management 12e Gary Dessler
FIGURE 5–3 Determining the Relationship Between Hospital Size and Number of Nurses
Hospital Size (Number of Beds)
Number of Registered Nurses
200
240
300
260
400
470
500
600
620
700
660
800
820
900
860
Note: After fitting the line, you can project how many employees are needed, given your projected volume.
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11. Drawbacks to Traditional Forecasting Techniques
Human Resources Management 12e Gary Dessler
Drawbacks to Traditional Forecasting Techniques
They focus on projections and historical relationships.
They tend to support compensation plans that reward managers for managing ever-larger staffs.
They validate and institutionalize present planning processes and the usual ways of doing things.
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12. Forecasting Personnel Needs
Markov Analysis:
Markov analysis involves creating a matrix that shows the probabilities those employees in a chain of feeder positions for a key job. “Feeder” positions are those to which a job incumbent may likely be promoted.
Engineering supervisor
Senior engineer
Engineer
Junior engineer

13. Using Computers to Forecast Personnel Requirements
Human Resources Management 12e Gary Dessler
Using Computers to Forecast Personnel Requirements
Computerized Forecasts
Software that estimates future staffing needs by:
Projecting sales, volume of production, and personnel required to maintain different volumes of output.
Forecasting staffing levels for direct labor, indirect staff.
Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.
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14. Forecasting the Supply of Inside Candidates
Human Resources Management 12e Gary Dessler
Forecasting the Supply of Inside Candidates
Manual systems and replacement charts
Computerized skills inventories
Qualification Inventories
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15. Human Resources Management 12e Gary Dessler
FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
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16. Forecasting the Supply of Inside Candidates
Computerized Skills Inventories
They are used to track the qualifications of hundreds or thousands of employees.
The system can provide managers with a listing of candidates with specified qualifications after scanning the database.
Computerized skills inventory data typically include work experience codes; product knowledge, the employee’s level of familiarity with the employer’s product line or services; the person’s industry experiences, since for some positions work in related industries is very useful; and formal education.

17. Human Resources Management 12e Gary Dessler
The Matter of Privacy
Ensuring the Security of HR Information
Control of HR information through access matrices
Access to records and employee privacy
Legal Considerations
The Federal Privacy Act of 1974
New York Personal Privacy Act of 1985
HIPAA
Americans with Disabilities Act
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18. Forecasting Outside Candidate Supply
Human Resources Management 12e Gary Dessler
Forecasting Outside Candidate Supply
Factors In Supply of Outside Candidates
General economic conditions
Expected unemployment rate
Sources of Information
Periodic forecasts in business publications
Online economic projections
U.S. Congressional Budget Office (CBO)
U.S. Department of Labor’s O*NET™
Bureau of Labor Statistics (BLS)
Other federal agencies and private sources
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19. Forecasting the Supply of Outside Candidates
Talent management
Action planning for labor supply and demand
The recruiting yield pyramid

20. Human Resources Management 12e Gary Dessler
FIGURE 5–6 Recruiting Yield Pyramid ●
50% ● ●
67% ● ● ●
75% ● ● ● ●
16% ● ● ● ● ● ●
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21. The Need for Effective Recruiting
Human Resources Management 12e Gary Dessler
The Need for Effective Recruiting
Effectiveness of chosen recruiting methods
Effects of nonrecruitment issues and policies
Recruiting Challenges
Legal requirements associated with employment laws
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22. Organizing How You Recruit
Human Resources Management 12e Gary Dessler
Organizing How You Recruit
Facilitates strategic priorities
Reduces duplication of HR activities
Advantages of Centralizing Recruiting Efforts
Fosters effective use of online recruiting
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23. Internal Sources of Candidates
Human Resources Management 12e Gary Dessler
Internal Sources of Candidates
Advantages
Disadvantages
Foreknowledge of candidates’ strengths and weaknesses
More accurate view of candidate’s skills
Candidates have a stronger commitment to the company
Increases employee morale
Less training and orientation required
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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24. Finding Internal Candidates
Human Resources Management 12e Gary Dessler
Finding Internal Candidates
Posting open job positions
Rehiring former employees
Hiring-from-Within Tasks
Succession planning (HRIS)
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25. Finding Internal Candidates
Job posting
To be effective, promotion from within requires using job posting, personnel records, and skill banks.
Job posting means publicizing the open job to employees (usually by literally posting it on company internets or bulletin boards).
These list the job’s attributes, like qualifications, supervisor, work schedule, and pay rate.
Qualifications inventory tools also play a role.

26. Finding Internal Candidates
Rehiring
Rehiring former employees has its pros and cons.
On the positive side, they are known quantities and are already familiar with the organization’s culture, style, and ways of doing things.
But former employees may return with negative attitudes. Current employees may perceive that the way to get ahead is to leave and come back.

27. Finding Internal Candidates
Succession Planning
Planning ensures a suitable supply of successors for senior or key jobs.
It can include:
Determining the projected need for managers and professionals
Auditing current executive talent
Planning individual career paths based on objective estimates
Career counseling based on the needs of the individual and the firm;
Accelerated promotions,
Performance-related training and development
Planned strategic recruitment to fill short-term needs
Actually filling the positions.

28. Outside Sources of Candidates
Human Resources Management 12e Gary Dessler
Outside Sources of Candidates
Locating Outside Candidates 1 6 3 2 8 7
Recruiting via the Internet
Executive Recruiters 4 9
Advertising
On Demand Recruiting Services (ODRS) 5
Employment Agencies
College Recruiting
Temp Agencies and Alternative Staffing
Referrals and Walk-ins
Offshoring/Outsourcing
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29. Human Resources Management 12e Gary Dessler
FIGURE 5–7 Some Top Online Recruiting Job Boards
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30. Recruiting via the Internet
Human Resources Management 12e Gary Dessler
Recruiting via the Internet
Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
Disadvantages
Exclusion of older and minority workers
Unqualified applicants overload the system
Personal information privacy concerns of applicants
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31. Advertising for Outside Candidates
Human Resources Management 12e Gary Dessler
Advertising for Outside Candidates
The Media Choice
Selection of the best medium depends on the positions for which the firm is recruiting.
Newspapers: local and specific labor markets
Trade and professional journals: specialized employees
Internet job sites: global labor markets
Constructing (Writing) Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression (image) of the firm.
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32. Human Resources Management 12e Gary Dessler
FIGURE 5–9 Help Wanted Ad that Draws Attention
Attention
Interest
Desire
Action
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33. Human Resources Management 12e Gary Dessler
Employment Agencies
Public agencies
Private agencies
Types of Employment Agencies
Nonprofit agencies
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34. Why Use a Private Employment Agency?
Human Resources Management 12e Gary Dessler
Why Use a Private Employment Agency?
No HR department: firm lacks recruiting and screening capabilities to attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are more comfortable dealing with agencies than competing companies.
To reduce internal time devoted to recruiting.
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35. Avoiding Problems with Employment Agencies
Human Resources Management 12e Gary Dessler
Avoiding Problems with Employment Agencies
Give agency an accurate and complete job description.
Make sure tests, application blanks, and interviews are part of the agency’s selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.
Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by checking the final candidate’s references yourself.
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36. Temp Agencies and Alternative Staffing
Human Resources Management 12e Gary Dessler
Temp Agencies and Alternative Staffing
Pros and cons
What supervisors should know about temporary employees’ concerns
Legal guidelines
Alternative staffing
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37. Offshoring and Outsourcing Jobs
Human Resources Management 12e Gary Dessler
Offshoring and Outsourcing Jobs
Political and military instability
Cultural misunderstandings
Customers’ securing and privacy concerns
Foreign contracts, liability, and legal concerns
Special training of foreign employees
Costs of foreign workers
Resentment and anxiety of U.S. employees/unions
Outsourcing/ Offshoring Issues
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38. Executive Recruitment and On-Demand Recruiting Services
Human Resources Management 12e Gary Dessler
Executive Recruitment and On-Demand Recruiting Services
Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
On-Demand Recruiting Services (ODRS)
Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. .
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39. Human Resources Management 12e Gary Dessler
College Recruiting
On-campus recruiting goals
To determine if the candidate is worthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment offer
Follow-up
Internships
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40. Employee Referrals, Walk-ins and Telecommuters
Human Resources Management 12e Gary Dessler
Employee Referrals, Walk-ins and Telecommuters
Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
Walk-ins
Seek employment through a personal direct approach to the employer.
Courteous treatment of any applicant is a good business practice.
Telecommuters
These individuals work from home.
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41. Human Resources Management 12e Gary Dessler
FIGURE 5–11 Relative Recruiting Source Effectiveness Based on New Hires
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42. Recruiting A More Diverse Workforce
Human Resources Management 12e Gary Dessler
Recruiting A More Diverse Workforce
Single parents
Older workers
Welfare-to-work
Minorities and women
The disabled
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43. Developing and Using Application Forms
Purpose of Applications Forms
Application Guidelines
Application Forms and EEO Law
Using Application Forms to Predict Job Performance
Mandatory Arbitration

44. Private Employment Agencies

45. Human Resources Management 12e Gary Dessler
K E Y T E R M S
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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